The document discusses the School Improvement Grant (SIG) program which provides funding to turnaround struggling schools. It outlines the four school intervention models that can be implemented - turnaround, restart, closure, or transformation. It also discusses the requirements for states and school districts in receiving and allocating SIG funds, implementing interventions, and reporting evaluation metrics before and after receiving funds.
S.Sathishkumar is seeking a position in accounting and has over 6 years of experience in accounts payable, receivable, financial reporting, and data processing. He has a BBA degree and additional qualifications in accounting software. Sathishkumar aims to prepare accurate and understandable financial reports for management in a timely manner. His strengths include motivation, communication skills, and the ability to learn quickly.
Trust School is a child care facility in Phnom Penh, Cambodia that cares for toddlers aged 3-6. It aims to target middle-income families by offering specialized training for staff and innovative learning programs. The business will be owned by four partners and located in a converted home. Financial projections estimate the business will become profitable by month 11 and earn a net profit by year two as sales steadily increase through word-of-mouth advertising.
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The changing landscape for funding apprenticeships and training with a focus on the Health and Social Care Sector originally presented at the Naidex Conference between the 28th – 30th of March 2017. It discusses the changes to apprenticeships including end point assessments and the areas of apprenticeship growth. It goes on to displace to common Myths and goes on to look at the customer suppler relationship.
The changing landscape for funding apprenticeships and training naidexThe Pathway Group
The changing landscape for funding apprenticeships and training with a focus on the Health and Social Care Sector originally presented at the Naidex Conference between the 28th – 30th of March 2017. It discusses the changes to apprenticeships including end point assessments and the areas of apprenticeship growth. It goes on to displace to common Myths and goes on to look at the customer suppler relationship.
The Changing Landscape for Funding Apprenticeships & TrainingThe Pathway Group
An insight into the changing landscape of funding within apprenticeships and training; this presentation focuses on the HEALTH & SOCIAL CARE SECTOR, in particular.
The document discusses the School Improvement Grant (SIG) program which provides funding to turnaround struggling schools. It outlines the four school intervention models that can be implemented - turnaround, restart, closure, or transformation. It also discusses the requirements for states and school districts in receiving and allocating SIG funds, implementing interventions, and reporting evaluation metrics before and after receiving funds.
S.Sathishkumar is seeking a position in accounting and has over 6 years of experience in accounts payable, receivable, financial reporting, and data processing. He has a BBA degree and additional qualifications in accounting software. Sathishkumar aims to prepare accurate and understandable financial reports for management in a timely manner. His strengths include motivation, communication skills, and the ability to learn quickly.
Trust School is a child care facility in Phnom Penh, Cambodia that cares for toddlers aged 3-6. It aims to target middle-income families by offering specialized training for staff and innovative learning programs. The business will be owned by four partners and located in a converted home. Financial projections estimate the business will become profitable by month 11 and earn a net profit by year two as sales steadily increase through word-of-mouth advertising.
ERS analysis of the budget and resource use in a small, urban California district. Includes recommendations for teacher professional learning, school redesign, teacher compensation, school planning support, and more.
The changing landscape for funding apprenticeships and training naidexThe Pathway Group
The changing landscape for funding apprenticeships and training with a focus on the Health and Social Care Sector originally presented at the Naidex Conference between the 28th – 30th of March 2017. It discusses the changes to apprenticeships including end point assessments and the areas of apprenticeship growth. It goes on to displace to common Myths and goes on to look at the customer suppler relationship.
The changing landscape for funding apprenticeships and training naidexThe Pathway Group
The changing landscape for funding apprenticeships and training with a focus on the Health and Social Care Sector originally presented at the Naidex Conference between the 28th – 30th of March 2017. It discusses the changes to apprenticeships including end point assessments and the areas of apprenticeship growth. It goes on to displace to common Myths and goes on to look at the customer suppler relationship.
The Changing Landscape for Funding Apprenticeships & TrainingThe Pathway Group
An insight into the changing landscape of funding within apprenticeships and training; this presentation focuses on the HEALTH & SOCIAL CARE SECTOR, in particular.
The Changing Landscape for Funding Apprenticeships & TrainingThe Pathway Group
This presentation primarily focuses on the Health and Social Care sector.
Information about the apprenticeship reform; including the apprenticeship levy, new apprenticeship standards, and end point assessments.
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This document discusses how school districts can continue improving teaching quality during tough economic times. It recommends that districts rethink how they spend money on professional development by aligning spending with long-term strategies, reallocating funds from non-strategic areas, and ensuring internal practices support teaching quality goals. Stimulus funds should support sustainable reforms rather than ongoing costs.
Name of interviewee Brian Stockton Assistant Commissioner, Distri.docxtaitcandie
Name of interviewee: Brian Stockton Assistant Commissioner, District Operations
Leader Interview Assignment Learning from others’ successes and challenges is as old as humankind. This course asks you to arrange 1 leader interview of a community leader who is leading a team or an organization remotely. Currently of national emergencies and overall changes in the workplace, the ability to lead remotely is a critical skill set. Questions for that interview are to be developed by you based on your textbook concepts, extra readings I assign, and suggestions from your classmates’ interview discussion board. Remember this is an interview about leadership. A prepared question bank of at least 20 – 24 questions is suggested, though you may choose not to use some. It is expected that you will follow-up with good question discussion with your interviewee, just as a journalist might. Don’t just stick to the “script” when an interesting comment might bring additional insight.
Requirements: The written interview assignment will include a cover page, and your preapproved/graded question set listed on the second page. The third page begins the interview write-up. You will describe this person’s profession, educational background, and why you selected them. You will then craft their responses into a narrative, closing with at least a paragraph about what you learned about leadership from this person. Please use 12-point font and double space. Such papers usually run about 5 pages.
Brian Stockton’s cover letter and resume to complete the assignment:
I am a dedicated Executive Leader and Leadership Facilitator with more than 15 years of experience creating proven positive organizational change and implementing innovative financial and business strategies. I have experience coaching leaders, managing budgets up to $1.5 billion as well as managing multiple large-scale projects for more than 14,000 staff while at the same time increasing organizational morale.
I am adept at developing leadership and organizational change programs for c-suite leaders down to front line management. I am recognized as a leader who creates a continuous improvement culture of change that will be perceived by employees as a valuable opportunity instead of something negative to worry about and resist. I can also affect financial turnaround using my business and financial acumen, which in turn benefits the organization and employees.
As my resume details, my accomplishments include –
· Developed and facilitated leadership programs on over 28 leadership competencies, proven to increase acumen of organizational leaders
· Improved management and operations strategy at Serco by advising and coaching 400 front-line leaders nationwide on best practices including transformational change, business execution, delegation, and trust
· Reduced company attrition at Serco from 30% to 12% in one year, leading the company to rank 39th on Forbes list of Best Company to Work for, via my p ...
Name of interviewee Brian Stockton Assistant Commissioner, Distri.docxhallettfaustina
This document provides requirements and background information for an interview assignment with Brian Stockton, Assistant Commissioner of District Operations for the Tennessee Department of Education. Students are asked to interview a community leader about leadership and develop 20-24 questions. The written assignment should include an introduction to Brian Stockton's background, the interview responses in narrative form, and lessons learned. It should be 5 pages double-spaced with a 12-point font.
Since the opening of Charter School Capital 10 years ago, we’ve reviewed thousands of charter school budgets. Year after year, we see common mistakes many charter schools make when budgeting for their academic year. Hear from charter school finance experts as they give you a breakdown of budgeting best practices to help you have a financially successful academic year. Don’t just survive -- thrive!
The school board presentation outlined budget challenges including a projected $15.7 million shortfall for the 2020/2021 school year. Options presented to address the shortfall included administrative, certificated, and classified staff reductions totaling over 100 FTE positions as well as cuts to programs, services, and contracts estimated to save $15.7 million. The presentation reviewed the district's budget process, declining revenues, and structural deficit issues to provide context for the proposed reductions. Board discussion and action on the proposed solutions were scheduled to follow.
HCC will be a leader in providing high quality, innovative education leading to student success and completion of workforce and academic programs. We will be responsive to community needs and drive economic development in the communities we serve.
This document proposes establishing finishing schools after teacher candidates complete their basic degree to provide more competent teachers. It suggests administering a common competency test for admission and outsourcing training to private organizations. Candidates would undergo a 6-month training program focusing on classroom management, technology skills, and interactive methodologies. The government would fund building schools, while also collecting nominal fees. Private organizations would manage training through a tender process. The goal is to enhance teacher quality and improve education outcomes in India.
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This business development plan outlines Pathway Group's strategic aims and priorities for 2015-2017. The plan aims to further develop Pathway Group's learning offer, improve employment opportunities for disadvantaged groups, raise the organization's profile, embed an enterprise culture, ensure high quality teaching and learning, and make Pathway Group an attractive employer. Key objectives include increasing apprenticeships, commercial income, and partnerships. The plan establishes operational accountability and assesses risks to achieving strategic aims. It provides context on the national skills funding landscape and references the Wolf Review which identified a need for vocational education reform.
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This document discusses how to maximize the impact and business value of training programs. It argues that training alone is not enough and that organizations must focus on applying learning on the job. The highest impact comes when trainees create action plans with their managers, address obstacles to applying learning, and get coaching support. Evaluation should focus on who used training and its business impacts, not just learning itself. For maximum results, the whole organization must be accountable for applying learning, not just the training department.
The document discusses methods and best practices for budget planning in education. It provides details on the costs of education in the Philippines from grade school through college, including average annual tuition costs. It then offers steps for school budget preparation, such as understanding previous budgets, making assumptions, establishing priorities, staffing priorities, and budgeting for staff expenses before finalizing and sharing the budget. The best practices highlighted include developing a budget calendar, starting early and planning for uncertainties, leveraging projections, participating in meetings, prioritizing line items, and creating multiple budget scenarios.
The document outlines a strategy for Student Representation (SR) at Rotterdam School of Management from 2016-2020. The strategy aims to substantially improve the quality of education through facilitating feedback between students and faculty. Key goals include increasing student awareness of SR, transparently monitoring progress, establishing education quality standards, and strengthening the role of the Program Advisory committee. The strategy will be implemented through representatives collecting feedback, informing students of past improvements, creating strong representative relationships, and training representatives on education quality standards.
The document outlines the Teacher Induction Program (TIP) Core Course 6 on teachers' professional and personal development. It details the course objectives, modules, and estimated time required. The course emphasizes the importance of continuing professional development and maintaining well-being through participating in professional networks and developing a personal professional improvement plan.
DUMALANTA and PADILLA Case Study PowerPoint.pptxNicolePadilla31
This document discusses the current practices of the San Vicente District Teachers Association along the eight functions of human resource development. It describes how the organization provides support to teachers through professional development opportunities, conferences, and aiding career growth. It outlines the specific practices for personnel administration, recruitment and selection, compensation and incentives, developing a positive work environment, performance evaluations, staff training, labor relations, and occupational health and safety. It concludes with strategies for increasing personnel effectiveness such as attending seminars on new teaching methods, effective communication, cooperation, and being a team player.
This document summarizes a presentation on how states can help school districts promote restructuring during difficult financial times. It identifies seven priorities for restructuring, including restructuring teacher compensation to link pay to performance, rethinking standardized class sizes to target individual attention, and redirecting special education spending to early intervention. The presentation uses an interactive budgeting game to illustrate how districts could meet an 8% budget cut target while still moving toward improved performance through strategic investments and savings in areas like instructional time and leadership development. Participants discussed insights around opportunities for district transformation during budget cuts and ways states can support and incentivize priority restructuring actions.
This document provides an overview of a preschool business that aims to empower women through career development and entrepreneurship. It offers services to existing preschools and secondary schools targeting lower-income families, helping to modernize their operations through customized curriculum, teacher training, digital learning tools, and other services. The founder and co-founder have over 15 years of experience in preschool education. While currently bootstrapped, the business has potential for growth given the large market size of over 250 million children from lower-income families in India.
The Portage County Educational Service Center is facing decreased funding and increased competition. To remain viable, it must expand its customer base beyond local schools to include businesses, governments, and non-profits. It will rebrand itself as Innovative Solutions Ohio to better market these expanded services and attract new customers outside of Portage County. The new brand aims to position the organization as dynamic and customer-focused while maintaining its commitment to local schools.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
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Brian Stockton’s cover letter and resume to complete the assignment:
I am a dedicated Executive Leader and Leadership Facilitator with more than 15 years of experience creating proven positive organizational change and implementing innovative financial and business strategies. I have experience coaching leaders, managing budgets up to $1.5 billion as well as managing multiple large-scale projects for more than 14,000 staff while at the same time increasing organizational morale.
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As my resume details, my accomplishments include –
· Developed and facilitated leadership programs on over 28 leadership competencies, proven to increase acumen of organizational leaders
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This document provides requirements and background information for an interview assignment with Brian Stockton, Assistant Commissioner of District Operations for the Tennessee Department of Education. Students are asked to interview a community leader about leadership and develop 20-24 questions. The written assignment should include an introduction to Brian Stockton's background, the interview responses in narrative form, and lessons learned. It should be 5 pages double-spaced with a 12-point font.
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Non-Profit Board Best Practices, Robert Di Bacco [Presentation]
1. May 15, 2018 BOARD PRACTICES
Robert Di Bacco
Chief Operating & Financial Officer
2. Introduction
1. Who are you & how long have you been
involved with the board?
2. What is your role and expertise?
3. What is the role of this board? One important
issue the board needs to focus on?
4. ARS 15-181
Charter schools may be established pursuant to
this article to provide a learning environment that
will improve pupil achievement. Charter schools
provide additional academic choices for parents
and pupils. Charter schools are public schools that
serve as alternatives to traditional public schools.
5. Guiding Questions
1. What phase are we as a
board? Startup, Transition,
Mature
2. What are we trying to
accomplish? Do we have
the best structure to
achieve our goal?
11. Auditor General Opinion
From the:
ARIZONA
Auditor General
In response to questions our Office has received regarding the intended 1.06% teacher salary increase for
eligible teachers, we are providing the following reminders related to the requirements described in the
Expenditure Budget, Page 2 instructions.
Determining eligible teachers – Teachers who were purchased services personnel or substitute teachers in
FY 2017, or who will be such in FY 2018, are not eligible for the increase. Laws 2017, Ch. 305, §33 specifically
defines teachers for the purposes of this increase as:
“a person who was eligible to be included in the year-end full-time equivalent teacher count of a school
district or charter school for the 2016-2017 school year in the annual financial report of a school district or
charter school for fiscal year 2016-2017 and who teaches at a school district or charter school during the
2017-2018 school year. Teacher does not include purchased services personnel or substitute teachers.”
Amounts to include in Total FY 2017 eligible teachers’ salaries line: Include all compensation paid from all
funds in FY 2017, including the encumbrance period, that was:
· paid to eligible teachers,
· appropriately coded to Function 1000—Instruction, and
· appropriately coded to a program in the 100-630 range for PSD-12 education.
Classroom Site Fund performance pay, and any other payments related to FY 2017 that were not paid to
eligible teachers by the end of the FY 2017 encumbrance period, should not be included in the Total FY 2017
eligible teachers’ salaries for the calculation of the intended 1.06% increase. Such payments related to FY
2016 that were paid to eligible teachers in FY 2017 should be included.
20. Financial Focus
Base Level Increase
· $3,683.27 to $3,960.07 per student ($276.80 per pupil, unweighted)
Additional Assistance Inflation Increase
· For K-8: $1,775.05 will increase to $1,807 per student ($31.95 per pupil)
· For 9-12: $2,068.79 will increase to $2,106.03 per student ($37.24 per pupil)
Additional Assistance Restoration Increase
FY19: restoration includes $26.87 per pupil, assuming we have 185,000 charter students.
21. Financial Focus
PREPARING BUDGETS
• Ensure consistency year over year
• Accurately estimate student numbers
• Following academic model
• Involving school personnel
• Static, Dynamic, Zero-based budgeting
Talk about my background
-Graduated from Tbird MBA
-have served on nonprofit boards including one of our charter schools
-led the Association for the past 8 years
Why do charter schools exist? They exist, according to statute, to improve student achievement. That’s as simple as it gets. Next slide has language from the statutue.
Here is the actual statute. Why do I bring this up – well, if this is the reason for existence of a charter school, then a charter school board has to be driven to achieve this goal. Therefore, every decision you make, whether it’s who to hire, a financial decision, a school structure decision, you have to ask yourself, “Will this decision help improve pupil achievement” in other words, “Will it lead to better student outcomes?” This makes decision making an easier process, because this is the first question you should be asking. Board ensures and leader executes – no matter what you do you need to ensure as a board that the leader is executing the vision to improve student achievement. All resources should be allocated to this mission of improving student outcomes.
This board should also be looking at decisions made in the past and evaluating whether those decisions have led to better student outcomes. Are you ready to ask yourselves some difficult questions?
Startup – new board, chance to establish practices, systems, etc.
Transition – changing roles, better systems in place, school leader performance, more emphasis on planning, strategy, infrastructure
Mature – highly effective: sound governance practices, confidence & trust in school leader, diverse board, performance evaluation systems, functioning committees
The second question is a bit more complex in that we have to look at look at many of our goals – but let’s simplify the goal to just improving student achievement (overall I think we can all agree we want the school to be successful). And what do we mean by structure, well… many things, structure of the board (committees, relationship with school leader/personnel), also corporate structure – does this help improve results
Let’s talk about board structure quickly: who is on the board? Is this the best makeup? What are the gaps currently, and for our future plans? a quick glance at board meeting agendas and I only saw Dr. Greg Fowler’s name appear a couple times – does he attend every meeting? Should the principal be a member of the board? Maybe not a voting member but they should be present to help guide the board. Who evaluates the principal?
Committees: Academic committee, Financial Committee, Growth Committee, Executive Committee – have a committee that works with a staff member to get a better connection with the school: example, Academic committee liaisons with the Academic leader, Finance committee liaisons with business manager, etc.
What is the typical structure of a charter school?
In it’s simplest form a charter school exists under an LEA (Local Education Agency), why? Because it’s the LEA that is the entity that is paid by the government. In Arizona, single LEA’s are permitted for each charter school or many of our schools create one LEA and have multiple charters underneath it. Different reasons for different structures (multiple CS’s under one LEA aggregates numbers for small school weights), separate LEA’s with separate boards, etc. could allow small school weights. One LEA allows for resources to be distributed where they are needed, easier to do this & easier to manage.
Adding a layer of complexity is the CMO/EMO model. Many schools setup this structure to reap the benefits of scale & efficiency. Discussion around if this is the best model for ROP? What expertise does ROP have in school management? In most cases the CMO is created for the sole purpose of managing a school – is this the case for ROP? Does this help or hurt the school’s performance? How does the board evaluate whether they renew the CMO contract with ROP?
What services is ROP currently providing and are they doing an effective job at it? Pros & Cons of Leased Staff:
-may not be eligible for teacher incentives (law firm deemed 301 funds are not allowed for leased teachers) – we do not think this is accurate but it remains to be seen.
-teacher raises, auditor general language regarding 1.06% teacher increase last fiscal year – leased teachers were not eligible
-leased employees were not eligible for ASRS – may be a problem in recruiting & maintaining teachers. Also a problem for loan forgiveness programs from government, employees must work for a nonprofit organization for 10 years – teachers don’t understand 401k/403b benefits vs ASRS even if they are richer (because most teachers don’t stay with 1 school long enough to get all benefits, but ASRS is district wide & for most schools) over 50% of charters participate in ASRS – better for employer not to, but better for employee to be part of ASRS
Let’s look now at the financial aspect of governance – why do we need to worry about financial performance? Operational/Financial excellence + academic performance = quality school. Obviously, if it were just that easy to change the numbers or replace the red ink cartridge we wouldn’t need any oversight at all However, charter schools are being heavily scrutinized right now – article after article is appearing in the AZ Republic targeting the practices of our schools. So if you need a good reason to focus on financials that it is – you don’t want to be the next school that is talked about.
Main reasons why strong financials are important:
1.for a sustainable school since a school without $ cannot serve its students
2.Lenders want to see strong statements and it reduces the cost of capital (less risk)
3. Philanthropic supporters want to see strong financials because they look at their donations as an investment. Who wants to give to an organization that may be out of business in a year or so. Or has the risk of the school name being in the headlines for a negative purpose.
4. The public is watching as these are their funds, be good stewards
5. State board for charter schools requirements solid financial performance for any change to your charter (enrollment/grade level Caps’s, expansion, etc.)
Less than 1 in 5 charter schools have closed for academic reasons, but two-thirds closed because of financial or management failure.
NEAR-TERM FINANCIAL HEALTH
Designed to depict a charter holder’s financial position and viability for the up coming fisc al year
Specific measures
Going Concern
Default
Unrestricted Days Liquidity
“Falls Far Below” rating possible
LONGER TERM FINANCIAL SUSTAINABILITY
Designed to depict a charter holder’s financial position and viability over time
Specific measures
Cash Flow
Net Income
Fixed Charge Coverage Ratio
“Falls Far Below ” rating not possible
Charters follow many practices when it comes to creating their budgets – however; you need to keep in mind what you are trying to achieve as a school. Excellent student achievement!
First the board needs to understand what the budget is made up of: let’s talk first about the revenue
Remember, these are estimates because there are too many variables to give an exact per pupil amount. It may seem insensitive to explain the budget this way but in a nutshell this is the budget of any school – there are 2 main drivers.
1. the driver of revenue for every school: students. You can paid for every student that attends.
2. the main driver in all school budgets is what? Employees – this is 50-60% of the expense budget, facilities 15-18% of budget
Here’s a snapshot of how charter schools get funded
Charter schools have been subject to an annual reduction in charter additional assistance of $18.6 million, and this budget reduces the reduction to $13.6 million for FY2019 and establishes these cuts will be zero in FY2023. For FY19, that restoration includes $26.87 per pupil, assuming we have 185,000 charter students.
Ensure consistency year over year – done with side by side comparison of yearly budgets, I like % (managerial accounting)
Accurately estimate student numbers – board needs to be engaged to spot red flags in attendance/ school principal input
Follow academic model – teacher to student ratio, programs that are essential, supplies, etc.
Involve school personnel – they know what is needed & can help evaluate programs
Line item for reserve 8%, 4-5% should be reserved for unexpected expenses
School Based budgeting: Attendance consistency was down and programs targeting this problem only had small impact – tried engaging students better, etc. Realized that attendance was dipping later in the week and the reason was kids weren't coming to school because they did have clean uniforms. School based budgeting allowed the principal to identify this problem and use resources to purchase a washer & dryer and attendance went up!
Reporting budgets re: teacher salaries, ARS 15-903 requires charter schools to post on their website the average salary of all teachers employed in the previous year & average salary in current year. Also, dollar & percentage increase in average salary for teachers in the current year. By Nov. 30 the ADE has to submit to JLBC this teacher info.
(Epipens – permitted to have epi-pens not required, Diabetes-even if diagnosed by a pharmacist. Concussions-schools must have protocols/policies (must notify parent/guardian), inhalers – list of people that can administer inhalers is expanded
Public meetings: include one-way communication to a quorum of board members, even text messages
Attendance consistency was down and programs targeting this problem only had small impact – tried engaging students better, etc. Realized that attendance was dipping later in the week and the reason was kids weren't coming to school because they did have clean uniforms. School based budgeting allowed the principal to identify this problem and use resources to purchase a washer & dryer and attendance went up!
What squares with your thinking?
What questions are still circling?
What are 3 points you’ll take away?