fy17 budget proposal budget hearing · boston public schools fy17 budget proposal budget hearing...
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BOSTON PUBLIC SCHOOLS
FY17 BUDGET PROPOSAL BUDGET HEARING
March 7th, 2016
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Agenda
FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps
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FY17 Overview
• Costs are rising by $38M, though we have already begun taking steps to
realize $8M in savings, which brings our maintenance budget to $30M
• We have a number of investments to honor past commitments and support
core operations, totaling $3M
• We are also proposing $11M of strategic investments which we believe are
critical to closing the opportunity and achievement gap
• $13.5M in additional appropriations from the City will help pay for these
expenses, but federal and net state education aid are declining
• In order to fully fund our investments and reach a balanced budget in FY17,
we will need $38M in total reductions (including the $8M in efficiencies
already underway)
• Two thirds of these cuts would be shouldered by central departments ($26M)
and the remainder directly on school budgets ($13M)
• Our recommendations today are based off of a multi-month process that
included a line-by-line review of the entire BPS budget
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Agenda
FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps
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Equity
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The School Committee approved a strategic plan last
year with six priority areas
1. BPS will provide rigorous, effective, and engaging curriculum, instruction, and enrichment.
2. BPS will continue to foster an environment of high expectations combined with targeted interventions and support in order to meet the learning needs of all
students.
3. BPS will provide equitable access to quality facilities and highly effective programs.
4. BPS will implement strategies to ensure every school will have highly effective school leaders, teachers, and staff. The workforce will reflect the rich diversity of the
students BPS serves.
5. BPS will continue to increase school autonomy and support to schools while also strengthening clear systems of accountability for both central office and schools.
6. BPS will empower, support, and hold accountable school leaders, teachers, and
staff to effectively engage with families, partners, and the community to foster shared responsibility for student achievement.
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1. Early Childhood Education: The key to closing [the achievement gap] is to start with
our youngest children. One way to do this is to close the experience, opportunity, and readiness gaps that lead to the achievement gap in the earliest years
2. Facilities: The BPS’s facility problem is growing and impacting its ability to close achievement gaps
3. High school reform: BPS [will continue to] reduce the dropout rate and increase the number of students prepared for success in college and careers
4. Special education: Recognizing that all students are capable of learning, and each student is capable of maximizing his or her potential within the school setting, it is
essential that barriers that interfere with a student’s success in school be removed
5. Charter schools: Mayor Walsh’s vision for Boston is that all of Boston’s schools are high quality schools
In April 2014, the Mayor’s education working group
transition team report identified five focus areas
http://www.cityofboston.gov/images_documents/Education%20reduced_tcm3-44445.pdf 7
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These priority areas guided the work of the transition
team in developing the 100 day plan and 5 key values
School Committee Priority 2: an environment of high expectations combined with targeted interventions and support School Committee Priority 4: ensure every school will have highly effective school leaders, teachers, and staff Mayor’s Focus Area 1: early childhood education Mayor’s Focus Area 4: special Education
All youth can and must achieve at high levels
We innovate and transform teaching and learning to inspire excellence.
Those closest to students must be empowered and be held accountable for making the most critical decisions that lead to student achievement.
Every child should have access to a high quality school of their choice close to home
School Committee priorities and Mayor’s focus areas 100 day plan key values
School Committee Priority 1: rigorous, effective, and engaging curriculum, instruction, and enrichment Mayor’s Focus Area 3: high school reform
School Committee Priority 5: increase school autonomy and support to schools
School Committee Priority 3: equitable access to quality facilities and highly effective programs Mayor’s Focus Area 2: facilities Mayor’s Focus Area 5: charter schools
We must build a “Culture of We” that is embraced by students, staff, families, and community.
School Committee Priority 6: empower, support, and hold accountable school leaders, teachers, and staff to effectively engage with families, partners, and the community to foster shared responsibility
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How did we embed these values into our decision-
making process?
All youth can and must achieve at high levels
We innovate and transform teaching and learning to inspire excellence.
Those closest to students must be empowered and be held accountable for making the most critical decisions that lead to student achievement.
Every child should have access to a high quality school of their choice close to home
100 day plan key values
We must build a “Culture of We” that is embraced by students, staff, families, and community.
How is this value reflected in FY17 budget proposal?
Relied on research-backed practices to prioritize as we work to close the achievement and opportunity gap
Prioritized small but critical investments in innovation that will fuel future growth and change
Prioritized central efficiencies first in order to protect school budgets as much as possible
Continued commitment to long term Facilities Master Plan
Maintained BPS’ deep commitment to equity and transparency in budget development
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As a result of our process and applying these values,
we developed a proposal with the following
recommendations for action
1. Maximize possible efficiencies at
Central and in Transportation
(including aggressive $10M goal
for transportation)
2. Look to school budgets last
(limited to one third of reductions)
3. Spread out change so that none
of our most important work is
paralyzed (including central
supports and Early Hiring)
4. Avoid inefficiencies or disruption
due to upcoming FMP decisions
(e.g. honoring classroom
expansions, no school closures)
Our proposed reductions:
1. Honor past commitments and core
operations ($3M)
2. Invest in excellent instruction: More
school, better school (K1, ELT,
summer: $6M)
3. Support long term innovation in
instruction and equity (Excellence for
All, SPED support teams, Personalized
learning: $3M)
4. Build data, technology & systems to
enable long term structural change
(SPED, trans, and financial systems:
$2M)
Our proposed investments:
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Summary of largest reductions and investments –
including those considered and not proposed
Major Reductions
1. Push for $10M in Transportation efficiencies
2. Don't dismantle central supports, but do
pursue some further efficiencies ($1M)
3. Sped class sizes ($5M)
4. Reduction to HS weights ($7M)
5. Cut back centrally funded supports (e.g.
partnerships and acceleration academies)
6. School closures
7. Deep across-the-board cuts to school
budgets (up to $25M)
8. Ending the Early Hiring Initiative ($8M)
Major Investments
1. Early childhood ($4M in K1)
2. SPED and transportation data systems to
enable long term improvements ($2M)
3. Excellence for All ($1M)
4. SPED supports ($1M)
5. Universal Pre-K
6. Further investment in 100 Day Plan ($2M) *
7. Deferred maintenance ($2.5M)
8. 1:1 computers for all students ($3M)
9. MBTA passes for all 7-12th graders ($2.9M)
10. Full roll-out of ELL coordinators (up to $6M)
11. Food & nutrition improvements ($2M)
12. Breakfast in the classroom ($1.5M)
13. Curriculum materials ($1M+)
14. Library books ($0.3M)
Included in
our proposal
Considered
but not
proposed
* Including more for AWC, MassCore, Central Office Redesign, Long Term Financial Plan, and Communications
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How does the FY17 budget proposal reflect our values?
All youth can and must achieve at high levels.
We innovate and transform teaching and learning to inspire excellence.
Those closest to students must be empowered and be held accountable for making the most critical decisions that lead to student achievement.
Every child should have access to a high quality school of their choice close to home.
100 day plan key values
We must build a “Culture of We” that is embraced by students, staff, families, and community.
Where we have succeeded in reflecting this value in our budget
Remaining challenges and areas for future investment
• Ensuring smooth transitions for our high need students
• Affect of reduction of centrally-funded services such as Acceleration Academies
• Excellence for All will not yet reach all 4th graders
• Always more that we want to do to innovate and improve our instruction
• Many of our schools are facing pressures, particularly HSs, of shifting enrollment and the challenges of adjusting their programs
• Deferred maintenance
• WSF is our attempt to be transparent and equitable, yet there are improvements that can still be made in future years
• Largely protecting Early Hiring • Movement towards new SPED delivery
models • K1 expansion ($4M)
• Continuing investment in personalized learning and HS redesign ($0.6M)
• Restructuring central supports
• School budgets shouldering only one third of the reductions, even after being almost entirely protected in last two budget cycles
• Considered but did not pursue deeper across-the-board school cuts
• Hold on school closures until necessary data is available
• Line-by-line budget proposal produced by February 3rd
• Every school allocation published 12
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Agenda
FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps
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We propose adding 200-300 new K1 seats, a significant investment in a research-based, proven strategy that can help close the
achievement and opportunity gap
3rd Graders who
attended BPS K1
% Prof / Adv.
3rd Graders who did
not attend BPS K1 -
% Prof / Adv.
All Students 54.2% 43.7%
F/R Lunch 47.6% 40.2%
Asian 78.7% 75.9%
Black 42.1% 34.7%
Hispanic 46.5% 40.2%
White 75.7% 67.3%
We are evaluating the placement of new K1 classrooms using three main criteria:
• Equity: Ensure that new seats serve populations across the city
• Sustainability: Ensure that new K1 classrooms feed into K2 capacity and support high-quality diverse programming.
• Demand: Ensure that classrooms serve the greatest number of children across the city.
Effects of K1: Grade 3 MCAS Math
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We plan to invest $4M in K1 Classrooms; the majority of
the funding is going directly to classrooms
$4M investment = 250-300 additional K1 seats
• Support the implementation of the revised K1 curriculum through PD and seminars • Purchase additional materials for new classrooms • Build capacity in partnership with community-based organizations
Category Budget
Classroom Staff & Materials $ 2,569,202
Transportation $ 305,977
Program Capacity Building $ 604,821
Facilities Renovations $ 520,000
Total $ 4,000,000
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EECs and ELCs currently receive between $2200 and $4700 per
pupil more than traditional schools serving the same grades
• Retain Surround Care services that provide early morning and afternoon programming for K0-K2 families
• Reduce Surround Care availability for grades 1-3 • Provides greater access to core Early Childhood services • Provides opportunity to work more closely with community partners to provide similar service
quality and coverage.
School Supplement Students Extra Funding per pupil
Ellison/Parks EES $ 946,104 198 $ 4,778
East Boston EEC $ 717,603 167 $ 4,297 Baldwin ELC $ 740,899 328 $ 2,259
Haynes EEC $ 850,121 180 $ 4,723 West Zone ELC $ 910,009 219 $ 4,155
Total $ 4,164,736 1092 $ 3,814
Proposed changes to surround care at EECs and ELCs would
reduce the supplement by $1.3M with changes for grades 1-3
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Excellence for All pilot
The pilot would serve between 500 and 750 4th graders in the first year and
would offer every 4th grader in the participating schools a rigorous and
enriched experience. The components of the pilot include:
• Professional Development for Principals, Teachers, Paraprofessionals, and
Parent/Students that will build capacity to lead with rigor while understanding
the diverse learning and social emotional needs of the classroom.
• Personalized learning that allows all students to access the Common Core
Standards at their level of readiness.
• Social Emotional Learning that assesses and teaches grit, executive
functioning skills and growth mindset.
• Enrichment Opportunities (in and out of school time ) for students possibly
including foreign language instruction, robotics, arts, advanced math, coding
and programming etc.
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The budget for Opportunity and Achievement Gap
Office represents both a significant reorganization and
an investment in FY17
Reorganization
• In FY15 and FY16, the Achievement Gap budget included the Academic Response Teams,
central teams that work with level 3 and level 4 schools. This year, as part of the reorganization, the Academic Response Teams moved into the re-established Turnaround Office as part of a broader strategy to support and turn around underperforming schools. When viewing the budget, this appears as a 15 FTE reduction in the achievement gap office when it is actually a re-organization.
Investment • Assigning a Project Manager to support implementation of strategy • Added $100K budget for professional learning, consultation and materials to support strategy
FY2016 Budget FY2017 Original Rec. FY2017 Revised Rec. $ 1.5M $ 0.15M $ 0.35M
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Classroom expansions
• BPS has budgeted $700k for 33 new classrooms at 18 schools in FY17
• This includes the cost of curricular materials ($350 per pupil), furniture ($400 per
pupil), and a projector for each classroom ($500 per classroom)
• Teaching costs are covered through WSF
• These 33 programs break down as follows:
– 10 schools adding a new grade: Green Academy, Dearborn, Dudley St, Hennigan, Trotter, UP Dorchester, Mildred Ave, PA Shaw, and Umana
– 3 schools growing up a SEI strand: Edwards, Fenway, and Irving
– 2 schools growing up a new GenEd strand: Warren/Prescott and Eliot
– 2 schools growing up an inclusion strand: Young Achievers and Edwards
– 1 school growing up a substantially separate strand: S Greenwood
• Please note: These figures include official program expansions approved by the
School Committee and in process from previous years; some additional
expansion is likely to occur through natural annual shifts in enrollment between
schools
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Partnerships
BPS centrally funds a wealth of high-quality partner organizations to provide learning opportunities that
dramatically improve holistic student outcomes, and advance our collective efforts to close achievement and
opportunity gaps in BPS. In FY2016, BPS Central Office provides 19 different partner organizations with a total of
$8,028,742 in funding. For FY17, BPS will reduce its overall central office partnership-funding amount by $1,400,000.
As a result, the total proposed FY17 partnership funding allocation is $6,636,093.
Organization Name FY16 District
Allocation Amount FY17 District
Allocation Amount % Reduction
The Achievement Network (ANet) $250,000 $0 100%
Blueprint Schools $0 $0 100%
Teach for America Inc. $78,000 $0 100%
Generations, Inc. $10,000 $10,000 0%
American Student & Assistance (ASA) $55,000 $48,400 12%
BELL $60,000 $0 100%
Alliance for Inclusion & Prevention (AIP) $65,000 $32,500 50%
Boston Partners in Education $80,000 $70,400 12%
EdVestors $100,000 $0 100%
Talent Development (Johns Hopkins) $100,000 $88,000 12%
KeyStepps $180,000 $158,400 12%
Tenacity $200,000 $176,000 12%
MassInsight $450,000 $350,000 22%
UMASS Boston's TAG/Alerta Program $450,000 $337,500 25%
Boston Debate League $455,000 $400,400 12%
Citizen Schools $700,000 $700,000 0%
City Connects (Boston College) $993,742 $874,493 12%
Boston Private Industry Council (PIC) $1,222,000 $1,000,000 18%
City Year $2,580,000 $2,390,000 7%
Total FY16 Partnership Funding Total $8,028,742 $6,636,093 21%
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Changes in the Educational Options Budget
• The FY17 budget includes the proposed consolidation of three programs --
Freedom House Logon, St. Mary’s and Hyde Park Logon – into one location
– This proposal would allow Educational Options’ new high school, Boston Collaborative High School, to continue to serve the same number of students in these programs, approximately 90 students, but save on both staff salaries and leases
– We have researched potential locations for the consolidated program and identified 515 Hyde Park, currently where the Educational Option offices and
BPS’ Counseling and Intervention Center are located
• The Ed Options budget proposal also includes the following two reductions:
– Elimination of Community Field Coordinator ($59k): Requires closer collaboration between Educational Options and the Re-Engagement Center
as staff is now split. That said, we are working with the PIC to ensure that our level of services for students does not decrease significantly
– Reduction in Contract Services ($40k): Boston Collaborative High School partners with Northstar, ABCD and EDCO at the various satellite programs. The partners are aware of a future cut but exact dollar amounts have not yet been
determined
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Agenda
FY17 Overview Values reflected in FY17 proposal Detail on specific central proposals Next Steps
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Key dates
February 3: Preliminary FY17 Budget Presentation
Tuesday, February 9: 6 p.m. Budget Hearing
Lilla G. Frederick Middle School
270 Columbia Road, Dorchester
Monday, March 7: 6 p.m. Budget Hearing
The English High School
144 McBride Street, Jamaica Plain
Wednesday, March 16: 5 p.m. – Budget Hearing
6 p.m. – Regular Meeting
Wednesday, March 23: FY17 Budget Vote
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For more information…
A number of documents are available on our website:
• Presentations given to School Committee
• Budget memos
• FY16 WSF School-by-School comparison
• WSF Templates for all schools
• FY16 preliminary general fund account code budget Website: bostonpublicschools.org/budget Email: [email protected]
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APPENDIX
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We are committed to significant savings in Transportation and are
currently exploring a range of strategies to achieve our goals – we will report back to this group when we have ready more detailed plans
Operations Optimization
• Cut $1M of vehicle replacement
• Trip Changes & Optimization based on ridership
– Student Attendance
– Opt outs
– After School Programs Transportation
• Charter School Transportation modeling
• Review Service model for Students with Disabilities
– Monitor review
– D2D identification
– Travel Training
Routing
• Length of ride for general education students
• Maximize bus capacity/over assign
• Stop Consolidation to .25 miles
• Shared Schools/Community Stops
• New routing methods
– School Innovation Models
– DataKind modeling
– Versatrans modeling/white paper
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Our Early Hiring Initiative remains a high priority and we are
actively working now to lower costs for next year
Our goal: Ensuring that all BPS students have access to high-quality and
diverse teachers by opening hiring on March 1 across all 127 schools
Guardrails are similar to those in past years:
• Interview and application support for all permanent teachers
excessed from their positions
• Referrals to ensure that qualified permanent teachers are interviewed
and hired in BPS schools
• Support for current SPC teachers
– Observations and feedback from Professional Growth Specialists
– Free Pathways program for teachers in SPC to earn special education or ESL license
– Connecting teachers with schools as mid-year vacancies arise
• Continual monitoring of size of potential SPC pool
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SEI staffing changes
• Increase of 45 teachers coded to ESL
• Decrease of 26 teachers (~5%) coded to SEI programs, roughly even across SEI
programs, slightly higher reduction in Haitian Single-Language
– Corresponds to a 5% decrease in students projected for SEI
• Increase in “Sheltered English Immersion” code which largely identifies teachers
of “Hybrid” SEI classrooms.
• We are in the process of making a new program code to transparently identify
“Hybrid” SEI classes which have existing in the district for at least 3-4 years, but
not identified separately.
– These classes follow the lower SEI class size limit, but don’t restrict students by ELD
levels and therefore require supplemental ESL teacher support.
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Responsibility Center (RC)
Equity Rebecca Shuster
101007
Human Capital Emily Qazilbash
101070
Data & Accountability Nicole Wagner
101069
Strategy* Marcela Mahecha
[in 101029]
Autonomy* [in 101029]
Library Services D. Lang Froggett
[in 101029]
Partnerships Jon Sproul
101026
ELT/Summer School TBD
101028
Turnaround* Liza Veto 101027
Welcome Services 101059
Engagement Monica Roberts
101049
Labor Relations Karen Glasgow
101086
Strategy* Donna Muncey
101029 Prof. Learning* Doannie Tran
101033
IR&D Subject Matter
Specialists 101018
Dotted Lines indicate no RC
Opportunity & Achievement Gap
Colin Rose 101009
Early Education Jason Sachs
101013
Arts Myran Parker-Brass
[in 101018]
Legal Advisor Alissa Ocasio
101014 Sr. Deputy Supt.
B Deane-Williams [in 101010]
Ed Options Freddy Fuentes
101043
High School Ryan Scallon
101032
Adult Education Maria Harris
101151
Innovation* Ross Wilson
101088
Finance Eleanor Laurans
101020
Student Support Svcs Karla Estrada [in 101170]
Chief of Staff Makeeba McCreary
[in 101010]
Communications Rich Weir
101050 Budget
David Bloom 101006
Business Services Ed Glora 101030
Grant Management Anu Medappa
[in 101020]
Ombudsperson* Carolyn MacNeill
[in 101010]
Advancement* [in 101010]
Special Education Cindie Nielson
101170
English Lang. Learners Frances Esparza
101107
SEL & Wellness Amalio Nieves
101169 Contracted Ed Svcs J. Keville Mulkern
101188
Partner Funding 101016
Health & Wellness Jill Carter 101044
Health Services Maureen Starck
101180
CIC Jodie Elgee
101091
Behavioral Health Andria Amador
101182
Superintendent Tommy Chang
101010
School Committee 101840
Facilities Khadijah Brown
101040
Planning & Eng. 101046
Transportation Jonathan Steketee
101081
OIIT Mark Racine
101084
Enrollment Jerry Burrell
101089
Food & Nutrition Svcs TBD
101097
Safety Services Eric Weston
101095
Athletics Avery Esdaile
101105
Master Planning TBD
[in 101068]
Admin of Ops* Al Taylor
Ed Lee Sam DePina
Norm Townsend [In 101068}
Teaching and Learning Teams*
101801
Principal Leaders M.Edouard- Vincent
Christine Landry Mary Driscoll
Kelly Hung A. Montes-McNeil
Tommy Welch Jonathan Landman
Anthony Pope
Operations Kim Rice 101068
Legend
* Indicates new RC or area of work
Intergovernmental Relations* [in 101010]
Corporate Relations* [in 101010]
School Committee* [in 101010]
Central Office Re-Org
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