aaps report 2014 final - boarddocs, a diligent brand...2004/05 to 2013/14 ten year total ....

Organizational Review

ANN ARBOR PUBLIC SCHOOLS | JUNE 22, 2014

ORGANIZATIONAL REVIEW Ann Arbor Public Schools

Table of Contents A. Project Background .................................................................................................................................................................................. 1

1. Project Objectives and Scope .......................................................................................................................................................... 1

2. Project Activities ............................................................................................................................................................................... 3

B. Analysis and Recommendations .............................................................................................................................................................. 4

1. Expenditures Per Pupil Analysis (Bulletins 1011 and 1014) ............................................................................................................ 4

Current Situation .............................................................................................................................................................................. 4

Recommendations ......................................................................................................................................................................... 14

2. Compensation Analysis .................................................................................................................................................................. 15

Current Situation ............................................................................................................................................................................ 15


3. Human Resources .......................................................................................................................................................................... 24



4. Finance ........................................................................................................................................................................................... 29



5. Facilities - Maintenance & Operations and Custodial .................................................................................................................... 32


Recommendation Discussion Topics ............................................................................................................................................. 37

6. Information Technology .................................................................................................................................................................. 38



7. Energy ............................................................................................................................................................................................ 43




8. Enrollment ...................................................................................................................................................................................... 47



9. Scheduling ...................................................................................................................................................................................... 49



10. Organizational Structure ................................................................................................................................................................. 51




FINAL – 6/22/14 1

A. Project Background 1. PROJECT OBJECTIVES AND SCOPE

Ann Arbor Public Schools (AAPS) is investigating ways to reduce non-instructional expenditures in order to maximize the spend for teaching and learning and maintain an appropriate fund balance level. To that end, AAPS retained Plante Moran to perform a comprehensive management operations review and analysis of the non-instructional services provided by the school district. This includes the following areas:

Compensation

Human Resources

Finance including P-Cards

Facilities

Information Technology

Energy

Enrollment

High school scheduling

Central Office organizational structure


FINAL – 6/22/14 2

It should be recognized that while enrollment levels have remained fairly steady, the District has made reductions in staff as shown on Table 1 as well as salary concessions. Table 1 also illustrates the significant decline in the district’s fund balance and the importance of continuing to pursue expenditures control and reduction opportunities.

Table 1

2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 Difference %

CLASS 1 - Supt., Deputy Supt., Asst. Supts.,

Executive Directors

11.00 11.00 9.00 8.00 8.00 9.00 8.00 8.00 8.00 8.00 (3.00) (27.3%)

CLASS 2 - Principals 53.00 56.00 54.00 56.00 57.00 58.00 52.50 51.00 51.00 50.50 (2.50) (4.7%)

CLASS 3 - Executive Directors/Directors 10.00 8.00 8.00 11.00 11.00 12.00 11.00 11.00 11.00 10.00 0.00 0.0%

CLASS 4 - Teachers * 1187.58 1206.14 1,176.51 1157.56 1204.96 1216.62 1182.71 1138.54 1138.56 1098.27 (89.31) (7.5%)

CLASS 5 - Office Professionals 135.23 135.13 118.13 118.65 119.15 121.32 115.65 111.82 111.82 107.00 (28.23) (20.9%)

CLASS 6 - Custodial and Maintenance 184.00 184.00 171.00 170.00 170.00 176.00 171.00 170.00 170.00 151.00 (33.00) (17.9%)

CLASS 9 - Exec. Secy./Crew C./Parent Educators 25.05 24.55 26.55 25.05 25.63 25.80 22.50 24.50 24.50 18.50 (6.55) (26.1%)

CLASS 10 - Teaching Assts./Community Assts./

Child Care Workers

237.85 249.10 249.10 278.90 278.00 273.80 267.80 264.80 264.80 287.50 49.65 20.9%

CLASS 11 - Supervisors/Coordinators 36.35 35.35 26.49 24.50 24.50 24.49 18.50 19.50 19.50 16.87 (19.48) (53.6%)

CLASS 12 - Technical Support 38.00 36.00 32.00 31.00 31.00 29.00 29.00 26.50 26.50 24.50 (13.50) (35.5%)

2,093.06 2,120.27 2,045.33 2,003.66 2,052.24 2,069.03 1,878.66 1,825.66 1,825.68 1,772.14 (320.92) (15.3%)

16,817 16,852 16,731 16,518 16,439 16,432 16,562 16,658 16,682 16,518 (299.00) (1.8%)

27,971,185 24,307,258 27,299,636 32,176,750 28,159,447 17,331,456 20,500,576 16,634,969 9,426,763

* Includes vacancies

Most current fiscal year totals are subject to change.

Source: Ann Arbor Public Schools Finance Department

Enrollment (AAPS)

General Fund Ending Balance (AAPS)

Note: Food Services and Transportation were excluded from the above chart as these service delivery models changed during the time period

2013/14 vs. 2004/05

CLASS/UNIT

FTE TOTALS BY BARGAINING UNIT

2004/05 to 2013/14 TEN YEAR

TOTAL


FINAL – 6/22/14 3

2. PROJECT ACTIVITIES

The tasks performed during the project included:

1. Met with the Superintendent, Deputy Superintendent and Finance Director to discuss and finalize:

Project objectives, scope and expectations

Project work plan and timing

Data requirements

2. Defined, collected and reviewed relevant documentation pertaining to the District and Central Office organization.

3. Conducted interviews with District personnel to develop a further understanding of:

Functions, programs, services and associated costs for each of the areas of study

Key roles and responsibilities within the areas of study

District staffing and resources

4. Developed preliminary recommendations related to the District organization and cost containment/reduction opportunities.

5. Reviewed findings and preliminary recommendations with the District.

6. Prepared this project report.


FINAL – 6/22/14 4

B. Analysis and Recommendations

1. EXPENDITURES PER PUPIL ANALYSIS (BULLETINS 1011 AND 1014)

Current Situation

The schedules on the following pages provide a comparative analysis of costs per pupil for Ann Arbor Public Schools utilizing Bulletins 1014

and 1011 from the Michigan Department of Education. The following districts were included in the peer average: Chippewa Valley Schools,

Dearborn City School District, Farmington Public Schools, Grand Rapids Public Schools, Lansing Public School District, Livonia Public Schools,

Plymouth-Canton Community Schools, Rochester Community Schools, Warren Consolidated Schools and Wayne-Westland Community

Schools.

Ann Arbor Public Schools’ overall revenues and expenditures per pupil were higher than the peer average. Ann Arbor Public Schools’

teacher salaries were slightly above the peer average; Ann Arbor Public Schools’ pupil/teacher ratio was significantly lower than the average.

See Table 2 for additional detail.

As depicted in Table 3, Ann Arbor Public Schools’ Basic Programs (Classroom costs related to basic instructional programs) and to a lesser

degree, Added Needs (Classroom costs of added needs instructional programs offered by the district including special education,

compensatory education, or career/technical education) expenditures per pupil were higher than the peer average.

Ann Arbor Public Schools’ Instructional Support (Costs of pupil support services and instructional staff support services including, but not

limited to, speech therapists, guidance counselors, school nurses, and curriculum specialists) expenditures per pupil were substantially

higher than the peer average; primarily tied to Pupil Services and School Administration. See Tables 3 and 5 for additional detail.


FINAL – 6/22/14 5

Ann Arbor Public Schools’ Operations & Maintenance (Cost of those activities concerned with keeping the physical plant open, comfortable,

and safe for use) expenditures per pupil were substantially higher than the average of the peer districts (see Table 3).

Ann Arbor Public Schools’ Business Administration (those activities concerned with budgeting, accounting, payroll, purchasing, and internal

services) costs are substantially less than the peer district average (see Table 6).

Ann Arbor Public Schools’ School Administration (those activities concerned with the administrative responsibility of a single school,

commonly referred to as the Principal’s Office) expenditures per pupil were substantially higher than the peer district average.

Ann Arbor Public Schools’ Other Support Services (Activities other than those mentioned above which support each of the instructional and

supporting service programs including research, personnel, and data processing) expenditures per pupil were substantially higher than the

peer district average.


FINAL – 6/22/14 6

Table 2

Enrollment

(1)

General Fund

Revenues Per

Pupil - All

Sources(1)

Current

Operating

Expenditures

Per Pupil (1)

Total General

Fund Expenditures

Per Pupil (1)

Average

Teacher

Salary (1)

Pupil

Teacher

Ratio (1)

Ann Arbor Public Schools 16,777 $11,460 $11,828 $11,889 $74,153 21

Chippewa Valley Schools 16,574 $8,352 $8,186 $8,319 $71,468 26

Dearborn City School District 19,664 $9,782 $9,604 $9,906 $63,381 21

Farmington Public School District 11,367 $12,181 $12,237 $12,620 $76,147 21

Grand Rapids Public Schools 17,835 $11,718 $11,393 $11,828 $53,086 24

Lansing Public School District 12,693 $11,445 $11,765 $11,986 $62,213 23

Livonia Public Schools 15,679 $9,650 $9,439 $9,759 $78,842 26

Plymouth-Canton Community Schools 18,296 $8,460 $8,312 $8,476 $68,774 25

Rochester Community School District 15,119 $10,213 $10,078 $10,556 $69,789 23

Warren Consolidated Schools 15,414 $10,472 $10,952 $11,066 $89,108 27

Wayne-Westland Community School District 12,328 $9,189 $9,692 $9,726 $65,514 26

Average without Ann Arbor 15,497 $10,146 $10,166 $10,424 $69,832 24

Ann Arbor Public Schools 16,777 $11,460 $11,828 $11,889 $74,153 21

Ann Arbor as % of Average 108.3% 112.9% 116.4% 114.1% 106.2% 86.8%

(1) Michigan Department of Education, 2012-13 Bulletin 1014, Published April 2014

2012- 13 Bulletin 1014

Published April, 2014, Michigan Department of Education


FINAL – 6/22/14 7

Definitions:

General Fund Revenues Per Pupil - The fund used to record all operating revenue of the district pertaining to education except food service athletics, certain special education center programs, certain large non-instructional programs, purchase of sites, construction of buildings, and the retirement of bonded debt, divided by the Fall Pupil Count of the school district to arrive at the per pupil amount. Current Operating Expenditures Per Pupil - (Functions (1xx, 2xx, 45x, All object codes but 6xxx) - The total Instructional and Support Services Expenditure, divided by the Fall Pupil Count of the school district to arrive at the per pupil amount. Includes all expenditures of the instructional programs plus applicable supporting service costs less capital outlay, debt service, community service and outgoing transfers and other transactions

Total General Fund Expenditures Per Pupil - Grouping of all General Fund expenditure accounts reported by the school district, divided by the Fall Pupil Count of the school district to arrive at the per pupil account.

Average Teacher Salary - Full-time and prorated portions of regular teachers' salaries for teaching services provided to pupils. The computation is made by dividing the total salaries of certified teaching staff charged to Function Code 111, 112, 113, Basic Programs, by the corresponding FTE reported in the REP for the same fiscal year. Pupil Teacher Ratio - Calculated by dividing the Fall Pupil Count, excluding Adult Education participants, by the total K-12 teachers.


FINAL – 6/22/14 8

Table 3

Basic

Programs

Added

Needs

Adult

Education (2)

Total

Instruction

Instruction

Support

Oper. &

Maint. Total Support

Ann Arbor Public Schools $5,766 $1,458 $3,328 $7,206 $1,924 $1,141 $4,622

Chippewa Valley Schools $4,648 $881 $1,879 $5,512 $948 $564 $2,675

Dearborn City School District $5,119 $959 $1,734 $5,974 $1,290 $1,061 $3,630

Farmington Public School District $6,357 $1,384 $1,148 $7,700 $1,879 $899 $4,537

Grand Rapids Public Schools $4,353 $1,773 $2,523 $6,051 $2,142 $1,101 $5,343

Lansing Public School District $4,819 $2,318 $2,291 $7,067 $1,695 $1,102 $4,698

Livonia Public Schools $4,804 $1,089 $1,668 $5,854 $1,096 $949 $3,585

Plymouth-Canton Community Schools $4,505 $873 $14,823 $5,433 $1,021 $790 $2,878

Rochester Community School District $5,201 $1,307 $1,922 $6,488 $1,306 $807 $3,590

Warren Consolidated Schools $5,493 $1,452 $1,499 $6,930 $1,495 $1,031 $4,022

Wayne-Westland Community School District $4,413 $1,423 $6,462 $5,843 $1,213 $1,116 $3,849

Average without Ann Arbor $4,971 $1,346 $3,595 $6,285 $1,409 $942 $3,881

Ann Arbor Public Schools $5,766 $1,458 $3,328 $7,206 $1,924 $1,141 $4,622

Ann Arbor as % of Average 116.0% 108.3% 92.6% 114.7% 136.6% 121.1% 119.1%

(1) Michigan Department of Education, 2011-12 Bulletin 1014, Revised June 2013

(2) Adult Education reflects per participant expenditures rather than per pupil

2012- 13 Bulletin 1014


General Fund Expenditures Per Pupil

for Supporting Services (1)


for Instructional Programs (1)


FINAL – 6/22/14 9

Definitions:

General Fund Expenditures Per Pupil for Instructional Programs (does not include capital outlay):

Basic Programs - (Function 11x) - The classroom costs related to basic instructional programs. This include pre-school, elementary, middle and

high school programs

Added Needs Program (Function 12x) - The classroom costs of added needs instructional programs offered by the district. These include special

education, compensatory education, or career/technical education.

Total Instruction (Function 1xx) - Includes instructional costs for Basic Programs, Added Needs Programs, Adult Education Programs.

General Fund Expenditures Per Pupil for Supporting Services (does not include capital outlay):

Instructional Support (Function 21x and 22x) - The costs of pupil support services and instructional staff support services. These include but are

not limited to, speech therapists, guidance counselors, school nurses, and curriculum specialists.

Operations & Maintenance (Function 26x) - The cost of those activities concerned with keeping the physical plant open, comfortable, and safe

for use.

Total Support Services (Function 2xx, 45x) - The total cost of support services.


FINAL – 6/22/14 10

Table 4

Enrollment (1)

Total Basic

Programs

Salaries for

Basic

Programs

Total Added

Needs

Programs

Salaries for

Added Needs

Employee

Benefits for

Instruction

Total Salaries

for

Instruction

Total

Instruction

Ann Arbor Public Schools 16,777 $5,675 $3,583 $1,451 $866 $2,348 $4,459 $7,141

Average without Ann Arbor 15,497 $4,904 $3,043 $1,302 $773 $2,033 $3,837 $6,239

Ann Arbor as % of Average 108% 116% 118% 111% 112% 116% 116% 114%

(1) Obtained from the Average FTE column in the 2012-13 Bulletin 1014, Published April 2014

Definitions:

Employee Benefits for Instruction: Object code 2xxx + Function code 1xx

Total Salaries for Instruction: Object code 1xxx + function code 1xx, 291, 293

2012- 13 Bulletin 1011



Instruction

Total Added Needs Programs: Function code 12x. Classroom costs of added needs instructional programs offered by the district. These include special

education, compensatory eduction, or career/technical education

Total Basic Programs: Function Code 11x, 291, 293. Classroom costs related to basic instructional classroom programs. This includes pre-k, elementary, middle

and high school programs. Pupil activities and Athletics expenditures are also included in Basic Programs

Average Salary Per Teacher - A heading under which are gathered the full-time and prorated portions of regular teachers' salaries for teaching services provided to

pupils. The computation is made by dividing the total salaries of certified teaching staff charged to Account Code 111, 112, 113 Basic Programs, by the

corresponding FTE teacher count reported on the Registry of Educational Personnel (REP) for the same time period. Districts reporting "0" in either of the datasets

will show an average salary of $0 on the Bulletin 1011.

Salaries for Basic Programs: Object code 1xxx + function code 11x, 291, 293

Salaries for Added Needs: Object code 1xxx + function code 12x


FINAL – 6/22/14 11

Table 5

Enrollment

(1)

Total Pupil

Services

Salaries for

Pupil Services

Total

Instructional

Staff Services

Salaries for

Instructional

Staff Support

Total School

Administration

Salaries for

School

Administration

Total

Instructional

Support

Ann Arbor Public Schools 16,777 $1,398 $883 $526 $295 $728 $451 $2,652

Average without Ann Arbor 15,497 $843 $541 $510 $273 $573 $366 $1,926

Ann Arbor as % of Average 108% 166% 163% 103% 108% 127% 123% 138%

(1) Obtained from the Average FTE column in the 2012-13 Bulletin 1014, Published April, 2014

Definitions:

2012- 13 Bulletin 1011



Instructional Support

Supporting Services - The cost of activities which provide administrative, technical, and logistical support to facil itate and enhance instruction. These expenditures

do not include capital outlay. Per pupil expenditures are calculated using the total pupil fte (k-12, special education, and adult education participants.)

Salaries for Pupil Services: Object code 1xxx + function code 21x

Salaries for Instructional Staff Support: Object code 1xxx + function code 22x

Salaries for School Administration: object code 1xxx + function code 24x

Support Services - Pupil (Function 21x) - Those activities which are designed to assess and improve the well-being of pupils and to supplement the teaching process.

These include attendance, guidance, health, and social work services.

Support Services - Instructional Staff (Function 22x) - Those activities associated with assisting the instructional staff with the content and process of providing

learning experiences for pupils. It includes teacher in-service, curriculum development, educational media services, computer labs, educational television, and

program directors.

Support Services - School Administration (Function 24x) - Those activities concerned with the administrative responsibility of a single school (commonly referred to

as the principal's office.)

Total Instructional Support: Function codes 21x, 22x, 24x. Supporting services: The cost of activities which provide administrative, technical and logistical support

to facil itate and enhance instruction. These expenditures do not include capital outlay.


FINAL – 6/22/14 12

Table 6

Enrollment

(1)

Total Business

Admn.

Salaries for

Business

Admn.

Total

Operations &

Maint. (2)

Total Other

Support

Services

Salaries for

Other

Support

Services

Ann Arbor Public Schools 16,777 $119 $56 $1,141 $300 $123

Average without Ann Arbor 15,497 $164 $59 $942 $241 $108

Ann Arbor as % of Average 108% 72% 94% 121% 124% 114%

(1) Obtained from the Average FTE column in the 2012-13 Bulletin 1014, Published April 2014

Definitions:

Salaries for Other Support Services: Object code 1xxx + function code 28x, 292, 294, 295, 296, 297, 298, 299

Support Services - Other (Function 28x, 29x) - Activities other than those mentioned above which support each of the

instructional and supporting service programs. It includes research, personnel, and data processing.


2012- 13 Bulletin 1011


Non-Instructional Support

Supporting Services - The cost of activities which provide administrative, technical, and logistical

support to facil itate and enhance instruction. These expenditures do not include capital outlay.

Per pupil expenditures are calculated using the total pupil fte (k-12, special education, and adult Support Services - Business Administration (Function 25x)- Those activities concerned with budgeting, accounting, payroll,

purchasing, and internal services.

(2) Operations and Maintenance Salaries were not included in the 2012-13 Bulletin 1011.

Salaries for Business Administration: Object code 1xxx + function code 25x.

Support Services - Operations and Maintenance (Function 26x) -Those activities concerned with keeping the physical plant open,

comfortable, and safe for use.

Support Services - Pupil Transportation (Function 27x) - Those activities concerned with the conveyance of pupils to and from

school and to and from school activities.


FINAL – 6/22/14 13

Table 7

Enrollment

(1)

Total Non-

Instructional

Support

Total Support

Services

Total Employee

Benefits for Suppt

Serv

Total Salaries for

Suppt Serv

Total Current

Operating

Expenditures

(COE)

Total Salaries in

COE

Ann Arbor Public Schools 16,777 $1,704 $4,357 $1,176 $2,222 $11,498 $6,681

Average without Ann Arbor 15,497 $1,859 $3,785 $1,013 $1,846 $10,025 $5,683

Ann Arbor as % of Average 108% 92% 115% 116% 120% 115% 118%

(1) Obtained from the Average FTE column in the 2012-13 Bulletin 1014, Published April, 2014

Definitions:

2012- 13 Bulletin 1011


Total Support


Total Non-Instructional Support: Function codes 23x, 25x - 28x, 290, 292, 294, 295, 296, 297, 298, 299, 45x. Supporting services: The cost of activities which provide

administrative, technical and logistical support to facil itate and enhance instruction. These expenditures do not include capital outlay.

Benefits (Object Codes 2xxx) - The cost of both mandatory and non-mandatory fringe benefits for the staff directly involved with a given function. All expenditure

columns now include the employer's share of FICA and Retirement.

Current Operating Expenditures (COE) - The total of Instructional and Support Services Expenditures. All expenditures of the current year used to educate

elementary/secondary students. These do not include capital outlay, community services, or debt services which fluctuate greatly from year to year.

Supporting Services - The cost of activities which provide administrative, technical, and logistical support to facil itate and enhance instruction. These expenditures do

not include capital outlay. Per pupil expenditures are calculated using the total pupil fte (k-12, special education, and adult education participants.)

Salaries (Object Codes 1xxx) - The wages and other compensation (not including fringe benefits) paid to staff who are directly involved with a given function.


FINAL – 6/22/14 14

Recommendations

1. Review costs charged to Pupil Services and caseloads of Pupil Services staff (e.g., counselors, social workers) and determine whether there is potential to reduce expenditures

Pupil Services includes activities which are designed to assess and improve the well-being of pupils and to supplement the teaching process. These include attendance, guidance, health and social work services.

2. Review costs charged to Other Support Services and School Administration and determine whether there is potential to reduce

expenditures.

Other Support Services includes activities other than those mentioned above which support each of the instructional and supporting service programs. It includes research, personnel, and data processing.

School Administration includes those activities concerned with the administrative responsibility of a single school, commonly referred to as the Principal’s Office)


FINAL – 6/22/14 15

2. COMPENSATION ANALYSIS

Current Situation

A market analysis was conducted comparing salary levels at Ann Arbor Public Schools to other districts. The data was provided by

Washtenaw ISD for local Washtenaw County districts and from two surveys conducted by Rahmberg, Stover & Associates of select districts

in Southeast Michigan. Key observations include:

1. Ann Arbor Public Schools teacher salary levels are competitive with Washtenaw County districts as show in Table 8.

2. Ann Arbor Public Schools Central Office administrator salary levels are competitive with select districts in Southeast Michigan (see Table

9) with the exception of the Executive Director Instructional Technology & Information Services position, which is meaningfully below

the market.

3. Ann Arbor Public Schools principal salary levels are competitive with select districts in Southeast Michigan as depicted on Table 10. Ann

Arbor Public Schools has the same salary range for Elementary and Middle School Principals ($96,975 - $109,515) as well as High School

and Middle School Assistant Principals ($89,845 - $101,455). Many districts would differentiate the salary levels of these positions as

can be noted on Table 10.

4. Based upon limited data, Ann Arbor Public Schools administrative support staff salary levels are competitive with Washtenaw County

districts as shown on Table 11.

5. Ann Arbor Public Schools operational staff salary levels are not competitive with Washtenaw County districts, particularly for custodians

(see Table 12).

6. Ann Arbor Public Schools paraprofessional salary levels are very competitive with Washtenaw County districts as shown in Table 13.


FINAL – 6/22/14 16

Table 8

Teacher Compensation Market Analysis

Min Max n Min Max n Min Max n Min Max n

Washtenaw County (1) Average $37,544 $65,535 10 $41,712 $75,902 10 $43,621 $80,019 8 $44,820 $81,518 5

Ann Arbor $39,540 $66,975 $44,539 $79,899 $45,934 $81,626 $49,919 $87,774

Ann Arbor vs. County Average 105.3% 102.2% 106.8% 105.3% 105.3% 102.0% 111.4% 107.7%

(1) Districts include: Chelsea, Dexter, Lincoln, Manchester, Milan, Saline, Whitmore Lake, Willow Run, Ypsilanti, WISD

BA MA MA+30 PhD


FINAL – 6/22/14 17

Table 9

Central Office Administrator Compensation Market Analysis

Actual n Min Max n Actual n Min Max n Actual n Min Max n

Survey B(1) Average $134,801 15 $123,051 $138,335 7 $138,498 10 $124,666 $140,255 7 $146,657 4 $124,230 $146,657 4

Ann Arbor $140,000 - - - - $140,000 - - - - $140,000 - - - -

Ann Arbor vs. Survey B Average 103.9% 101.1% 95.5%

Assistant Superintendent

Finance & Operations Deputy Superintendent

Assistant Superintendent

Instruction and Student Support Services

(1) Districts include: Birmingham, Bloomfield Hills, Farmington, Grosse Pointe, Huron Valley, Lake Orion, Livonia, Novi, Rochester, Southfield, Troy, Utica,

Walled Lake, Waterford, West Bloomfield. Survey completed May, 2013.

Actual n Min Max n Actual n Min Max n Actual n Min Max n

Survey B(1) Average $96,899 6 $83,728 $99,399 7 $110,204 9 $87,196 $100,106 7 $104,064 7 $95,836 $114,210 5

Ann Arbor $96,724 - - - - $106,794 - - - - $122,399 - - - -


Executive Director Human Resources

& Employee Services Executive Director Financial Services Executive Director Physical Properties

(1) Districts include: Birmingham, Bloomfield Hills, Farmington, Grosse Pointe, Huron Valley, Lake Orion, Livonia, Novi, Rochester, Southfield, Troy, Utica,

Walled Lake, Waterford, West Bloomfield. Survey completed May, 2013.


FINAL – 6/22/14 18

Table 9 (continued)

Central Office Administrator Compensation Market Analysis

Actual n Min Max n n n n n

$133,385 (2) 19 $122,621 (2) $139,646 (2) 8 $133,385 (2) 19 $122,621 (2) $139,646 (2) 8

$121,132 (3) 8 $110,965 (3) $127,626 (3) 7 $121,132 (4) 8 $110,965 (4) $127,626 (4) 7

Survey B(1) Average $96,346 9 $94,076 $111,759 6 $127,259 (5) 27 $116,793 (5) $133,636 (5) 15 $127,259 (5) 27 $116,793 (5) $133,636 (5) 15

Ann Arbor $86,718 - - - - $122,399 - - - - $117,900 - - - -


(2) Surveyed position was Assistant Superintendent of Instruction(3) Surveyed position was Director of Curriculum (8 - 12)(4) Surveyed position was Director of Curriculum (PreK - 7)(5) Reflects average of two survey positions

MaxActual Min Max Actual

Executive Director Secondary Education Executive Director Elementary Education

Executive Director Communications

& Community Relations

(1) Districts include: Birmingham, Bloomfield Hills, Farmington, Grosse Pointe, Huron Valley, Lake Orion, Livonia,

Novi, Rochester, Southfield, Troy, Utica, Walled Lake, Waterford, West Bloomfield. Survey completed May, 2013.

Min

Actual n Min Max n Actual n Min Max n

Survey B(1) Average $118,429 9 $101,496 $117,651 6 $120,494 14 $105,687 $121,875 11

Ann Arbor $82,433 - - - - $112,000 - - - -

Ann Arbor vs. Survey B Average 69.6% 93.0%

(1) Districts include: Birmingham, Bloomfield Hills, Farmington, Grosse Pointe, Huron Valley, Lake Orion, Livonia, Novi,

Rochester, Southfield, Troy, Utica, Walled Lake, Waterford, West Bloomfield. Survey completed May, 2013.

Executive Director Instructional Technology

& Information Services

Executive Director Student Intervention

& Support Services


FINAL – 6/22/14 19

Table 10

Principal Compensation Market Analysis

Min Max n Min Max n Min Max n

Survey A(1) Average $93,334 $109,960 11 $97,838 $114,498 12 $107,093 $125,377 11

Ann Arbor $96,975 $109,515 $96,975 $109,515 $113,220 $127,840

Ann Arbor vs. Survey A Average 103.9% 99.6% 99.1% 95.6% 105.7% 102.0%

(1) Districts include: Birmingham, Bloomfield Hills, Clarkston, Farmington, Lake Orion, Livonia,

Northville, Rochester, Southfield, Walled Lake, West Bloomfield. Survey completed May, 2013.

Elementary Principal Middle School Principal High School Principal

Min Max n Min Max n

Survey A(1) Average $87,023 $103,298 12 $92,095 $108,575 11

Ann Arbor $89,845 $101,455 $89,845 $101,455

Ann Arbor vs. Survey A Average 103.2% 98.2% 97.6% 93.4%

High School Asst. PrincipalMiddle School Asst. Principal

(1) Districts include: Birmingham, Bloomfield Hills, Clarkston,

Farmington, Lake Orion, Livonia, Northville, Rochester, Southfield,

Walled Lake, West Bloomfield. Survey completed May, 2013.


FINAL – 6/22/14 20

Table 11

Administrative Support Staff Compensation Market Analysis

Min Max n Min Max n Min Max n

Washtenaw County (1) Average $17.41 $21.37 4 $12.63 $16.00 6 $12.80 $17.14 5

Ann Arbor (2) $16.46 $20.00 $17.59 $21.35 $14.42 $17.56

Ann Arbor vs. County Average 94.5% 93.6% 139.2% 133.5% 112.7% 102.4%

(2) Excludes longevity

(1) Districts include: Chelsea, Dexter, Lincoln, Manchester, Milan, Saline, Whitmore Lake, Willow

Run, Ypsilanti

General Office Manager Secretary to Principal General Office Secretary


FINAL – 6/22/14 21

Table 12

Operational Staff Compensation Market Analysis

Min Max n Min Max n Min Max n Min Max n

Washtenaw County (1) Average $13.28 $16.48 9 $15.43 $16.65 14 $16.52 $19.05 6 $14.84 $17.83 4

Ann Arbor (2) $8.59 $14.12 $14.45 $15.68 $14.78 $17.50 $14.11 $16.88

Ann Arbor vs. County Average 64.7% 85.7% 93.6% 94.2% 89.5% 91.9% 95.1% 94.7%

(1) Districts include: Chelsea, Dexter, Lincoln, Manchester, Milan, Saline, Whitmore Lake, Willow Run, Ypsilanti(2) Excludes longevity

Custodians Lead/Head Custodian Maintenance Grounds


FINAL – 6/22/14 22

Table 13

Paraprofessional Compensation Market Analysis

Min Max n Min Max n

Washtenaw County (1) Average $11.20 $13.68 9 $11.26 $13.67 8

Ann Arbor (2) $13.91 $15.99 $17.10 $19.22

Ann Arbor vs. County Average 124.2% 116.9% 151.9% 140.6%

(1) Districts include: Chelsea, Dexter, Lincoln, Manchester, Milan, Saline, Whitmore Lake, Willow Run, Ypsilanti(2) Excludes longevity

Parapro - GenEd Parapro SpecEd


FINAL – 6/22/14 23

Recommendations

1. As the market data has indicated, Ann Arbor Public Schools salary levels are reasonable. The District should continue to monitor “the

market”, including conducting ongoing comparative analyses.

2. The District should manage salary levels as necessary to control compensation costs, yet assure the ability to attract and retain

necessary talent.

3. The District should develop a formal salary structure (salary grades and salary ranges) for the Central Office administrator positions to

assure internal equity and external competitiveness as well as to facilitate new hire starting salary level decisions and salary progression

(i.e., ongoing administrator salary adjustments).


FINAL – 6/22/14 24

3. HUMAN RESOURCES

Current Situation

1. The Human Resources Department includes the following nine (9) positions:

Deputy Superintendent/General Counsel

Executive Director – Human Resources Services

Assistant Director – Employment Services

Human Resources Specialists (5)

Executive Secretary

2. The Human Resources Department recently eliminated the Assistant Director – Compensation and Benefits position.

3. The Human Resources Department is responsible for District functions related to recruitment, employment, training, staffing, employee

relations, benefits and compensation.

4. The Deputy Superintendent oversees the Human Resources Department and also serves as General Counsel to the Board of Education

and Superintendent.

5. The District’s legal expenditures were reduced significantly with establishment of the General Counsel position in 2007. The average

annual legal expenditures between 2002 – 2006 were $995,102, and the average annual legal expenditures between 2007 – 2013 were

$322,482 as shown on Table 14.


FINAL – 6/22/14 25

6. A comparative staffing analysis of comparable districts is shown on Table 15. The average and median Human Resources Department

staffing levels for the comparable districts is 8.6 and 8.4, respectively. Given the size of Ann Arbor Public Schools and the Department’s

“General Counsel” responsibilities, the District’s Human Resources Department staffing level is reasonable.


FINAL – 6/22/14 26

Table 14

$541,917

$226,829$178,308

$241,425

$428,609

$314,544 $325,743

$592,072

$1,358,287 $1,368,338

$716,307$740,505

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Funded Year

Legal Expenditures

Notes:

Data provided by the District

Red indicates legal costs prior to the establishment of the internal General Counsel position; blue indicates costs after the position was established.


FINAL – 6/22/14 27

Table 15

Enrollment (1)

Number of

Human

Resources

Staff

Chippewa Valley Schools 16,574 5

Dearborn City School District 19,664 8

Farmington Public School District 11,367 7

Grand Rapids Public Schools 17,835 14

Lansing Public School District 12,693 10

Livonia Public Schools 15,679 8.75

Plymouth-Canton Community Schools 18,296 9

Rochester Community School District 15,119 6

Warren Consolidated Schools 15,414 10

Wayne-Westland Community School District 12,328 8

Average 15,497 8.6

Median 15,547 8.4

Ann Arbor Public Schools 16,777 9

(1) 2012-13 Bulletin 1014, Published April 2014

Human Resources Comparative Staffing Analysis


FINAL – 6/22/14 28

Recommendations

1. Ann Arbor Public Schools should retain internal General Counsel role and continue monitoring outside legal expenditures.

2. The District should continue to pursue Human Resources Department operational efficiencies (e.g., implementation of new

software/systems) and evaluate ongoing Human Resources Department staffing requirements.


FINAL – 6/22/14 29

4. FINANCE

Current Situation

1. The Finance Department has 14 staff and comparable districts have an average of 12.2 staff and a median of 11.5 staff (see Table 16). Job descriptions are accurate and updated within the past year.

2. A new financial management software system is being implemented which should impact the workflow and efficiency of the department. Examples of this are work flow based processes vs. paper based processes for budget changes, expenditure changes, personnel action forms, purchase order approval, timesheet approval, etc.

3. All of the financial operations specialists are cross trained in each other’s jobs and their supervisor can also perform their functions.

4. Since the District is mainly a Macintosh based district and most of the financial management software packages are PC based, the District will be purchasing new PCs for the Finance office.

5. There are some discrepancies between the roles and responsibilities between HR and Finance. Examples include personnel action requests, salary changes, etc. Staff do feel that the new software system will help to alleviate this issue.

6. The number of P-cards was reduced on July 1, 2013 which has resulted in a decrease in the dollar volume being purchased via the P-card. In the calendar year ending December 31, 2013, there were approximately $2.2 million of payments made via P-cards. There is a concern that staff could use the P-card as a way around the purchasing process. The largest user of P-cards is the maintenance/operations department representing approximately 44% of the total.


FINAL – 6/22/14 30

Table 16

Enrollment (1)

Number of

Finance/Bus. Svcs.

Staff

Chippewa Valley Schools 16,574 13

Dearborn City School District 19,664 12

Farmington Public School District 11,367 11

Grand Rapids Public Schools 17,835 18

Lansing Public School District 12,693 13

Livonia Public Schools 15,679 11

Plymouth-Canton Community Schools 18,296 10

Rochester Community School District 15,119 10

Warren Consolidated Schools 15,414 11

Wayne-Westland Community School District 12,328 13

Average 15,497 12.2

Median 15,547 11.5

Ann Arbor Public Schools (2011/12) 16,777 14

(1) 2012-13 Bulletin 1014, Published April 2014

Finance/Business Services Comparative Staffing Analysis


FINAL – 6/22/14 31

Recommendations

1. Perform process redesign across the Finance office to eliminate paper based workflow in coordination with the New World software implementation.

2. Update policies and procedures based on the process redesign activities.

3. Review potential reductions in Finance office staff to include at least one financial operations specialist. This should be reviewed after the New World software package has been implemented.

4. Continue to reduce the reliance on P-cards as appropriate focusing on the largest user, the maintenance/operations department.

5. Ensure that all P-card expenditures are still following the appropriate District purchasing guidelines.


FINAL – 6/22/14 32

5. FACILITIES - MAINTENANCE & OPERATIONS AND CUSTODIAL

Current Situation

1. The District compares favorably to Southeast Michigan and the State Median on a number of measures contained in the Michigan School Business Officials (MSBO) Facilities Benchmarking Report. Areas where Ann Arbor Public Schools compares favorably include:

The District’s supervisory and clerical staff are responsible for significantly more square footage than either the Southeast Michigan or State-wide median (see Table 18).

2. The District does not compare favorably to Southeast Michigan and the State Median on the following measures:

Custodial FTEs and skilled trades FTEs are responsible for significantly less instructional square footage than either the Southeast Michigan or Statewide median. This ratio improved in 2013-14 as a result of a reduction of 3 custodial FTEs and 2 skilled trades FTEs but the District is still less than the comparative medians (see Table 18).

The District provides every other day cleaning for all classrooms except for K-1.

Grounds FTEs are responsible for significantly less acreage than either the Southeast Michigan or State-wide median (see Table 18).

3. The per FTE pay for custodial and skilled trades staff is significantly less than the Southeast Michigan median (see Tables 17 and 19 for additional detail). The hourly pay rate for substitute custodians is $9.14. Facilities reports that they have difficulty finding qualified candidates at the current pay rate for both full time and substitute custodians.

4. The Executive Director of Physical Properties currently serves as the daytime crew chief for the elementary and middle school custodians.

5. Facilities leadership indicates that morale is low across all groups within Physical Properties.

6. Leadership indicated that the District spends approximately $300,000 per year across two primary contractors for HVAC and electrical work. The majority of this work is sinking fund eligible although the Executive Director indicated that not all eligible projects are being funded through the sinking fund.


FINAL – 6/22/14 33

7. A Facility Assessment was completed several years ago detailing the maintenance and facilities needs by building. The department has been using this assessment as the basis for sinking fund projects and updating the project lists as appropriate.

8. The District ended its agreement with the general contractor who was managing the sinking fund. This responsibility is currently the Executive Director’s.

9. Payment applications for sinking fund work were reviewed by the general contractor (before the agreement ended) to ensure that work was completed. The District’s lead skilled trades staff (master electrician, master plumber, lead HVAC) review the work completed prior to recommending payments.

10. The Physical Properties department is responsible for certain technologies that are normally supported by IT including: video surveillance, phone system, cabling for video surveillance, carrier services and eRate (RFPs and applications).

11. Physical Properties contracts with two individuals to support the phone system. Their scope includes running cabling and installation of access points. The Executive Director indicates that they incur approximately 60 hours per week.

12. Per department leadership, snow removal incurs overtime as a result of contractual requirements.


FINAL – 6/22/14 34

Table 17

# Metric

State Median

2012-13 1

Region 6

Median -

Southeast

Michigan 1

Ann Arbor Public

Schools

2012-13 2

1Total Building and Grounds Salaries per square foot of

instructional space$1.10 $1.17 $1.70

2 Custodial Salaries per square foot of instructional space $0.73 $0.75 $1.11

3Custodial Salaries per square foot of instructional space

for Districts who do not Subcontract$0.94 N/A $1.11

4Skilled Trades/Maintenance Salaries per square foot of

instructional space$0.18 $0.16 $0.37

5 Supervisory Salaries per square foot of instructional space $0.09 $0.09 $0.09

Sources

1: MSBO Facilities Benchmarking Report, February 2014

2: Data provided by Ann Arbor Public Schools

Facilities Benchmarking Comparative Analysis (MSBO)

Salaries per Square Footage Comparables


FINAL – 6/22/14 35

Table 18

# Metric

State Median

2012-13 1

Region 6

Median -

Southeast

Michigan 1

Ann Arbor

Public Schools

2012-13 2

Ann Arbor

Public

Schools

2013-14 2

6Square feet of instructional space per total Building and

Grounds FTE31,882 26,196 18,888 19,570

7 Square feet of instructional space per Custodial FTE 35,247 28,363 24,799 25,380

8Square feet of instructional space per Custodial FTE for Districts

who do not subcontract32,914 N/A 24,799 25,380

9Square feet of instructional space per Skilled

Trades/Maintenance FTE185,890 188,636 120,322 129,947

10 Square feet of instructional space per Supervisory FTE 670,170 793,222 1,082,894 1,624,342

11 Square feet of instructional space per Clerical/Secretarial FTE 1,005,562 1,131,818 1,624,342 1,624,342

12 Acres, per Grounds FTE 81 75 50 50

Sources




Square Footage / Acres per FTE Comparables


FINAL – 6/22/14 36

Table 19

# Metric

State Median

2012-13 1

Region 6

Median -

Southeast

Michigan 1

Ann Arbor

Public Schools

2012-13 2

13 Average annual salary of all Building and Grounds FTE $36,080 $42,625 $32,098

14 Average annual salary of Custodial FTE $31,461 $34,127 $27,507

15Average annual salary of Skilled Trades/Maintenance

FTE$41,134 $51,204 $44,147

16 Average annual salary of Supervisory FTE $65,442 $71,700 $102,394

17 Average annual salary of Clerical/Secretarial FTE $37,578 $39,561 $44,758

Sources




Salary Comparables


FINAL – 6/22/14 37

Recommendations

1. Issue a Request for Proposal for outsourced custodial services and grounds (including snow removal) and evaluate potential savings and service levels.

2. Transition phone system, eRate, data/voice cabling (design only) and video surveillance support to IT.

3. Investigate contracting out services performed by the carpenter and general maintenance positions.

4. Reduce number of Executive Director direct reports. Establish Custodial Supervisor (reposition crew chief position) if services are retained in-house.

5. Evaluate whether the balance of projects performed by current HVAC and electrical contractors can be funded thru the sinking fund.


FINAL – 6/22/14 38

6. INFORMATION TECHNOLOGY

Current Situation

1. The District has an atypical organization structure with the majority of technology support positions reporting to a single Director who reports to the Executive Director of Instructional Technology (see Figure 1).

2. The Director of Technology has 22 direct reports.

3. The District is in the midst of a sizable technology bond. There are approximately 8,000 desktops and laptops in the district. The financial system is currently in-house but will be migrated to a hosted solution in July, 2014. The student information system will remain in-house.

4. Ann Arbor Public Schools compares favorably from an IT staffing level perspective to a peer group of districts. Both IT staff (all IT staff) and IT End User Support staff (responsible for directly supporting end users) support significantly fewer devices per FTE than the peer average. The District has fewer students per IT staff FTE than the peer average (see Tables 21 and 22 for additional detail).

5. There is some concern regarding the level of technical depth of the network manager.

6. It does not appear that all necessary processes and procedures are well-documented.

7. Building-level technical support is provided by Tech Assistants and Tech Specialists. We were unable to obtain a detailed job description for these positions. Our understanding is that there has been a blurring of responsibilities between these two positions.

8. There does not appear to be any one individual with responsibility for data security.


FINAL – 6/22/14 39

Figure 1 Current IT Organization Structure

Superintendent

Executive Director

Instructional Technology &

Information Services

Director of Technology

Tech Specialist – District AV Media

Support

Help Desk

2 @ 10 month

Tech Specialist - District Server

Support

Lead Tech Specialist –

11+ month

Tech Specialist - SIS

Tech Assistants 10 @ 10+ Month

Tech Specialist/District Support

InstructionalServices

Tech Specialists4 @ 10+ Month

Network Manager

Assistant to the

Director

Instructional Coach

Tech Specialist – LAN/WAN


FINAL – 6/22/14 40

Table 20

2014 IT Staffing Benchmarking Survey

Ann Arbor Public Schools

Average* (without AAPS)

Comments

Statistics

Enrollment 16,739 12,709

General Fund Expenditure per Pupil $11,680 $10,508

IT Budget $3.09 million $2.04 million Includes IT Staffing Costs

End User Devices 8,100 6,023 Desktops, laptops, iPads, tablets

IT Staff – w/o Instructional Technology staff

24.7 FTE 12.8 FTE

Excludes Media Center Staff, Instructional Technology staff; includes SIS/FMS support staff (both those that report to IT and those that do not)

IT Staff – with Instructional Technology staff

25.7 FTE 14.2 FTE

Excludes Media Center Staff; includes SIS/FMS & Instructional Technology support staff (both those that report to IT and those that do not)


FINAL – 6/22/14 41

Table 21

Note: Includes: Farmington Public Schools, Forest Hills Public Schools, Grosse Pointe Public Schools, Livonia Public Schools, Novi Community Schools,

Plymouth-Canton Community Schools, Rochester Community Schools, Troy School District, and Walled Lake Consolidated Schools.

Ann Arbor Public Schools

Average* (without AAPS)

Comments

Ratios

Total IT Budget

Per IT Staff $120,215 $149,664 IT Staff count includes SIS/FMS support, but excludes media specialists

Per Student $185 $162

IT Staffing Cost

Per Student $120 $74

End User Devices

Per IT Staff 315 455 IT Staff count includes SIS/FMS support, but excludes media specialists

Per End User Support Staff 485 1,313 End user support staff are those specifically supporting end users (e.g., help desk, technicians, etc.)

Students per IT Staff 651 947 IT Staff count includes SIS/FMS support, but excludes media specialists

# of SIS/FMS support staff

Hosted system NA 1.2 FTE 5 districts have hosted SIS/FMS

Premise-based system 2.0 FTE 2.2 FTE 3 districts have premise-based SIS/FMS

Part hosted / part premise based NA 2.0 FTE 1 district has hosted SIS/premise-based FMS


FINAL – 6/22/14 42

Recommendations

1. Conduct a comprehensive IT Assessment, focusing on the organizational structure, processes and the technology itself.

2. Shift support responsibilities for the phone system, video surveillance, cabling, carrier services and eRate from Physical Properties to IT.

3. Formalize and document procedures and processes including a documented process for requesting and terminating non-financial system access (already in place for Financial System); implement project management discipline. These items will be further clarified as a result of a detailed IT Assessment.

4. Assess skills of infrastructure staff (Network Manager, Tech Specialist – LAN/WAN and Tech Specialist – Server); determine whether current staff can gain necessary skills through training.

5. Develop a long term IT refresh plan.

6. Annually survey end users to determine satisfaction, support needs, training needs.

7. Consider conducting a network security assessment to confirm that the District’s data is secure.


FINAL – 6/22/14 43

7. ENERGY

Current Situation

1. Ann Arbor Public Schools has invested significantly in the improvement of facilities and systems to achieve energy cost savings.

2. To assist in these energy savings initiatives, the District has employed Johnson Controls, Inc. (JCI) in facilities renovation and behavior

management.

3. During the past five years, energy costs for natural gas, electricity, and water have been reduced by $965,000 or 17.1% as shown on

Table 23.

4. A comparative analysis of utility expenditures suggests further opportunities for improvement. Per the Michigan School Business

Officials Facilities Benchmark Survey, Ann Arbor Public Schools Utilities Costs per Square Foot are meaningfully higher than the State,

Region, and districts with Enrollment Exceeding 10,000 Students median costs per square foot levels as illustrated in Table 24. Using the

three metrics (State, Region 6, Enrollment Exceeding 10,000 Students), hypothetical savings were determined to be $1.2 - $1.6 million.


FINAL – 6/22/14 44

Table 22

Note: Data provided by the District

2008-2009 2009-2010 2010-2011 2011-2012 2012-2013 Change % Change

Natural Gas $2,044,983 $1,807,422 $1,349,583 $1,287,050 $1,276,343 ($768,640) (37.6%)

Electricity $3,113,193 $3,001,164 $2,981,912 $2,825,518 $2,822,292 ($290,901) (9.3%)

Water $480,194 $460,003 $455,995 $691,367 $574,088 $93,894 19.6%

Total $5,638,370 $5,268,589 $4,787,490 $4,803,935 $4,672,723 ($965,647) (17.1%)

Annual Energy Costs

Five Year Trend Analysis

2008-2009 vs. 2012-2013


FINAL – 6/22/14 45

Table 23

MSBO Facilities Benchmarking Survey (2012-2013), Utilities Costs per Square Foot of Instructional Space

State Median $1.11

Region 6 Median $1.24

EN > 10,000 Median $1.24

Ann Arbor Public Schools (2012-2013)

Utility Expenditures $5,225,771

Square Footage 3,248,683

Utility Expenditures $1.61

per Square Foot

Potential Savings if Achieved State Median

($1.61 - $1.11) x 3,248,683 = $1,624,342

Potential Savings if Achieved Region 6 Median

($1.61 - $1.24) x 3,248,683 = $1,202,013

Potential Savings if Achieved EN > 10,000 Median

($1.61 - $1.24) x 3,248,683 = $1,202,013

Note: Utility Expenditures include water, sewage, waste and trash disposal, natural gas, electricity,

and other energy supplies

Energy Cost Comparative Analysis


FINAL – 6/22/14 46

Recommendations

1. Ann Arbor Public Schools should continue to pursue cost effective facility and system renovation initiatives which can realize

appropriate returns (savings) on the investments.

2. The District should continue to pursue the behavior management program and practices to realize reductions in energy consumption.

3. Ann Arbor Public Schools should continue to explore energy purchasing and supply options to assure appropriate pricing.

4. The District should continue to monitor the performance of JCI in terms of costs and outcomes.

5. Based upon the previously shown comparative analysis, Ann Arbor Public Schools may also want to retain an independent energy

consultant to evaluate the District’s energy purchasing and consumption.


FINAL – 6/22/14 47

8. ENROLLMENT

Current Situation

1. The current process for enrolling at the District includes:

School of Choice students (non-resident, child of non-resident employee and internal schools of choice)

a. Complete School of Choice application and submit to Student Accounting and Research Services

b. Working with building principal, Executive Director determines whether to accept

c. If admitted, parent is directed to school to complete enrollment process

The above process applies to non-resident, child of non-resident employee and internal schools of choice although the timeline varies

based on the category

Enrollment process – all new students:

a. Visit building. OP checks on website as to whether addresses is within the attendance boundary (if non-school of choice student)

b. If student lives within the boundaries, parent completes the paperwork (this paperwork is available online but must be completed

with pen/pencil)

c. Parent provides proof of residency, immunization, driver’s license and child’s birth certificate. The OP enters information into

PowerSchool

d. Depending on time of year and school, student may be scheduled at that time or at a later date. Building tours are frequently

requested at all levels.

2. If a student attended the feeder school, parents do not have to recomplete paperwork at the middle school level with the exception of

the registration card.


FINAL – 6/22/14 48

Recommendations

1. Retain decentralized enrollment process.

2. Retain centralized schools of choice process.

3. Standardize annual forms completion policy across all schools.

4. Investigate the usage of online forms that allow parents/guardians to complete application forms online and, once approved by District,

directly loads information into PowerSchool.


FINAL – 6/22/14 49

9. SCHEDULING

Current Situation

1. Each school does scheduling in a different fashion. Some of this is due to the longevity of staff such as Skyline that just recently began

scheduling for all four grades. Some of this is due to the level of comfort with PowerSchool since one school uses it extensively (Huron)

and one uses a manual process for establishing the initial schedule (Pioneer).

2. There are the beginnings of collaboration based on the common calendar that has been developed in working with the middle schools.

This lays out the entire scheduling timeline and process including:

a. Middle School Counselors meeting at the High Schools

b. Curriculum/Information nights

c. High School Counselors visits to the High Schools

d. Open Enrollment/Lottery dates

e. Course requests

f. Verifications for students

3. Schedules are established and individual parent requests /overrides can cause overages and other issues.

4. There are challenges associated with School of Choice and in-district transfers


FINAL – 6/22/14 50

Recommendations

1. Consider converting all comprehensive high schools to a common calendar (semester) to allow for better sharing of resources and a

consistent scheduling framework.

2. Establish a policy that requires all schools use PowerSchool for scheduling and eliminate manual processes wherever possible.

3. Employ the best practices of each of the comprehensive high schools to agree on a common framework for scheduling.

4. Provide professional development on both PowerSchool and best practices in scheduling.


FINAL – 6/22/14 51

10. ORGANIZATIONAL STRUCTURE

Current Situation

1. Ann Arbor Public Schools’ Central Office three division structure (Finance/Operations, Human Resources, Instruction) is typical,

appropriate, and a proven successful organizational model for districts the size of Ann Arbor Public Schools.

2. In the current Central Office organizational structure, ten (10) positions report directly to the Superintendent and include :

Deputy Superintendent, Human Resources & Employee Relations

Assistant Superintendent, Finance and Operations

Assistant Superintendent, Instruction and Student Support Services

Executive Director, Communications & Community Relations

Executive Director, Secondary Education

Executive Director, Elementary Education

Executive Director, Instructional Technology & Information Services

Executive Director, Community Education and Recreation

Executive Assistant to Superintendent

Executive Assistant to Board of Education

Given the demands on the Superintendent position, this number of direct reports is considerable.


FINAL – 6/22/14 52

Recommendations

1. The District should consider reducing the number of direct reports to the Superintendent by modifying the reporting relationships of the

Executive Director – Instructional Technology & Information Services and Executive Director – Community Education & Recreation from

the Superintendent to the Assistant Superintendent – Instruction and Student Support Services.

Marvin Sauer

248.223.3120

[email protected]

Judy Wright

248.223.3304

[email protected]

Jeff Rahmberg

248.203.7710

[email protected]

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