districts today are being asked to do more and are being … · 2017. 7. 14. · hayward unified...

Howcanyourdistrictfindthetime,people,andmoney tosupport theseinitiatives?

Districtstodayarebeingaskedtodomoreandarebeingstretchedthin

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Isyourdistrictfacingabudgetdeficit?Isyourdistrictlookingto

carryoutastrategicplanningprocess?

Doyoufeelasifyourdistricthasnowhereelsetolookinthebudgetforsavings?

Doyouneedsupportengagingwithyourdistrict’s

community?

Areyouevaluatingamajornewinvestment?

Howcanyourdistrictfindthetime,people,andmoney tosupport theseinitiatives?

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TheProcessBringsTogetherStrategicAcademicPlanningandtheBudgetProcess

…strategicplanningandbudgetprocesseshappeninparalleltracksthatdon’tintersect:

Inmanydistricts…

AcademicStrategicPlanning

BudgetProcess

2.DistrictBudget

1.StrategicPlan

Whentheseprocesseshappeninisolation,adistrictisatriskforcreatingastrategicplanthatcannotbefundedandabudgetthathasnostrategicbasis

…strategicplanningandthebudgetingprocessaremergedtocreateaprocessforstrategicuseofresourcesinthedistrict:

InSmarterSchoolSpending…

Mergingtheseprocessesallowsforgreateralignmentofdistrictstrategyandfinances,andallowsthedistricttobalancefinancialdecisionsastradeoffsforincreasingstrategicinvestmentsinstudents

1.StrategicPlan

2.StrategicFinancePlan3.StrategicAnnualBudget

BudgetProcess

AcademicStrategicPlanning

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California SmarterSchool Spending

AttheCoreoftheProcessistheConceptof“ResourceTradeoffs”

Whatarethedistrict’sinstructionalpriorities?

Budget

InstructionalPriorities

Addfundingtohighpriorityareasthatwillhavethegreatestimpactonstudentachievement

$

Howcanthedistrictpayforthosepriorities?

SavingsOptions

Reallocatespendingfromlowerpriorityareasinordertofundinstructionalpriorities

$

$

$

Withinbothinvestmentsandsavingsoptions,thereare

opportunitiestomakecurrentspendingmoreefficient

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TheFiveStepSmarterSchoolSpendingProcess

Five-step process to develop and implement a strategic finance plan over 9–18 months.Some districts choose to focus on just one specific step and set of resources most relevantto them with the support of a technical assistance provider.

From http://k12education.gatesfoundation.org/smarter-school-spending/

WhatisSmarterSchoolSpendinginCalifornia?

SmarterSchoolSpendingis…

▪ AtransformativemethodologyrequiringdeepdistrictengagementandownershipfromleadersAND“working”teammembers,inaddition tosupport fromPivot

▪ Asetoftoolsdesignedto“jumpstart”theLCAPprioritizationandsavingsidentificationprocess,basedonotherdistricts’experiences

▪ Astrategicpartnershiptoco-createnewbestpracticesinstrategicplanning &budgeting, integratinglessonsfromotherdistrictswiththeuniqueneedsofyourdistrictinCalifornia

CurrentDistricts

PomonaUnifiedSchoolDistrictSuperintendentRichardMartinezEnrollment:25,000

HaywardUnifiedSchoolDistrictSuperintendentStanDobbsEnrollment:23,000

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TracyUnifiedSchoolDistrictSuperintendentBrianStephensEnrollment:17,000

SantaAnaUnifiedSchoolDistrictSuperintendentRickMillerEnrollment:55,000

Cohort1:

Each District/CMO is supported by a project management team.

Cohort2: SanFranciscoUnifiedSchoolDistrictSuperintendentRichardCarranzaEnrollment:53,000

Cohort3: CharterNetworkOrganizationEducationforChangeCEOHae-SinThomasEnrollment:6K-8Schools

GoalsoftheInitiative

TheprimaryobjectiveofthisprojectistoidentifythenecessaryresourcestofundinstructionalprioritiesandprovideschoolsandeducatorswiththesupporttheyneedtoequitablyimplementtheCommonCoreStateStandards(CCSS).Throughthisproject,Pivotwillworkwiththedistricttobetterallocateresourcestosupportstudentsuccessby:

• Moresharplydefiningstrategicprioritiestomakethemmoreactionable/fundable.

• Identifyingoperationalandothersavingsefficienciesthatcanunleashfundstosupportstudents.

• Identifyingongoinginitiativesthatshouldbediscontinuedinfavorofsupportinghigherimpactefforts.

• Improvingabilitytoengagestakeholdersandrevisingengagement/budgeting/strategicplanningprocessinawaythatensuresscarceresourcesareallocatedtohighestpriorityinitiativeswithcommunitysupport.

• Enhancingcapabilitiestoannuallyrefreshstrategyandidentifyfurtherreallocationopportunities. 8


SmarterSchoolSpendingExpectedOutcomes

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Academics Whatisthespecificdata-driven,research-backed initiative(s)Reallocation • Whereisthedistrictintheprocessofidentifyingsizeablecostsavings

opportunity/whatisthetimeline?(over$1-5M)• Wherewillthecostsavingsbereallocatedalignedtoacademic

priorities/initiative?• Whatanalysishasbeendoneofinitiativeeffectivenessandwhat

resultingdecisionhasbeenmadetodiscontinueordownsize(eitheroperationaloracademic)tosupportamoreeffectiveinitiative?

• Whatisthedistrict’sbudgetdevelopmenttimeline/deadlineforrealizingcostsavings/reallocationthisyear?

Capacity-building

• WheredoestheSSSworklive?• WhowillcarrytheSSSworkforwardafterDecember2016?

Mind shifts Whatevidenceisthereof transformation inthinking?Overall • Shortterm:Tangibleresultson“page23”ofTHISYEAR’sLCAPor

budget• Longterm:Moreeffectiveprioritization&resourceallocation,given

districtandstudentneeds• Other:WhatisdifferentasaresultofSSSprocess/tools?

ElementsofSmarterSchoolSpendingAddsValuetotheStrategicPlanning&BudgetingProcess

• Governing mindset about aligning resources with core strategies (which some districts…but not all…have when thinking about strategic planning and budgeting)

• Highly structured approach that requires a deliberate focus on getting specific and actionable early-on related to strategic ideas and reallocation opportunities

• Set of tools that take murky problems and turn them into constructive discussions to move the thinking quickly (issue trees, etc.)

• Strong ethos of this being a year-long and integrated process involving leadership throughout

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CASSS/LCAPCalendar

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ProjectTeamStructureBigPicture

OutsideSupportMcKinsey,GFOA,PivotCentralOffice

Steering/ProjectOversightCommitteeMayincludesuperintendent,CFO,chiefacademic

officer,communicationsdirector

DesignTeamIncludesProjectDriverandPivotPM,aswellasasmall,

diverseteamtaskedwithdoingthework.

ProjectASub

DesignTeam

ProjectBSub

DesignTeam

ProjectCSub

DesignTeam

ProjectDSub

DesignTeam

ProjectManagementPivotProjectManager,District

ProjectDriver

AdvisoryCommitteeprincipals,teachers,parents,students,communitymembersand

otherstakeholders

ProjectSponsor

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WhatHaveWeLearnedSoFar?

Districtsarewillingandexcitedtoalignresourcestotheirstrategies,asshownby:▪ Superintendentsponsorshipforthiswork.Inalldistricts,superintendentshavebeeninvolvedandvocallysupportiveofaligningacademicswithbudget

▪ Commitmentofmeaningful,year-roundtimeandattention.Academic,finance,andLCAPleadershavejoined“DesignTeams”wheretheywillcollectstakeholderinput,analyzedata,andultimatelyguidethedistricttowardstoughdecisionsonacademicprioritiesandbudget

▪ Appetiteforensuringeverydollarisdrivingstudentachievementbyreviewingthefullbudgetforopportunitiestodriveimpact

However,challengesremaininimplementation,particularlyaround:▪ Articulatingclear,fundablepriorities.Inparticular,districtsoftenhaveprioritiesatdifferentlevelsof“fundability”(e.g.,onlineAPcoursesvs.increasinggraduationrates)

▪ Engagingthecommunitymeaningfully,bothineducatingcommunitymembersandsolicitingspecific,actionableinput

Strategicplanningandbudgetingisasystemschangeprocess.Transformationalchangetakestime. 13


CapacityBuilding

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California Smarter Spending

Confidential and proprietary

Initiative prioritization framework

Step Description

• Explore best practices and take a deeper look at how these practices can be applied to the district.Research &

Best Practices

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• Analyze student achievement data to inform how to evaluate and prioritize initiatives in the current district landscape.Student Data

Analysis2

• Develop comprehensive understanding of current & proposed core offerings, interventions, and enrichment programs using Issue TreeReview Core

Programs3

• Analyze strengths, gaps, and opportunities of current initiatives/ programs for district to provide more robust services to students using Landscape MatrixGap Analysis4

• Begin prioritizing fundable recommendations/initiativesPrioritization of Focus Areas

5

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Review core literacty programs3

Gap analysis4

Prioritization of focus areas5

Initiative prioritization framework

Tools/ methodology employed Purpose

▪ Issue Tree ▪ Map out impactful, fundable solutions for the district’s key priorities.

▪ Landscape Matrix

▪ Develop a comprehensive understanding of what core instruction, intervention, and enrichment looks like across the district

▪ Analyze strengths, gaps, and opportunities given the district context, research-based practices, and student data

▪ LACE (large, aligned, credible, effective) funnel

Tools associated with steps of the initiative prioritization process

▪ Filters potential programs/ intiative worth extensive evaluation

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Impact assessment framework

Step Description

▪ Define the purpose and goal of an initiative via a standardized initiative charter

▪ Highlight the initiative’s basic components (e.g., number of students impacted, cost, backing research etc.), establishing a fact base for further evaluation

Determine goal and tactical components

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▪ Select initiatives to investigate further based on LACE criteria:– Large in scope (# students impacted, attention, or cost)– Aligned to a priority– Credible (logically sound, preferably based on research)– Effective performance/impact

Validate performance2

§ Determine the “driver archetype” of an initiative’s effectiveness by using guiding questions (e.g., is the initiative designed in accordance with the research, implemented consistently and/or effectively, limited by funding, missing support/accountability from leadership, blocked by extenuating district circumstances)

Determine drivers of effectiveness

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▪ Group initiatives based on driver archetypes▪ Make tradeoffs between initiatives based on cost and student

impact revisiting earlier filtered initiatives if additional funds are required

▪ Create plan based on drivers of effectiveness, cost and impact

Compare initiatives and create a change plan

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▪ Ensures changes are implemented and carried out with fidelity, holding initiative leaders accountable Set targets

and monitor5

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Determine goal and tactical components

1

Filter for relevance and

validate performance

2

Prioritization of focus areas3

Impact assessment framework Tools/ methodology employed Purpose

▪ Initiative charter

▪ Describes the key fact base of an initiative

▪ LACE (large, aligned, credible, effective) funnel

▪ Filters out aspects of an intiative not worth extensive evaluation

▪ Metric assessment template

▪ Identifies metrics supporting effectiveness hypotheses

▪ Issue tree ▪ Organizes disparate parts of an initiative

▪ Budget tree ▪ Displays an intiative’s major areas of spend

The initial steps of the impact assessment process and associated tools

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Confidential and Proprietary

Reallocation opportunities: 5 Steps

▪ Work with subject matter experts to break down aspects of the budget (e.g., budget tree) and understand basic operational information

Understand budget/program details

1▪ Use budget breakdown to identify both:

– Largest areas of cost – Drivers of cost going up or down (e.g., number of buses,

number of students requiring busing, cost per bus, etc.)

Identify cost drivers2

▪ Identify constraints for potential change to areas– Classify constraints into district preferences vs. more rigid

restrictions (e.g., state policy, contracts, etc.)– For contracts, identify time when lifted for renegotiation

Determine policy and other constraints

3▪ Estimate $ impact (savings) of adjusting cost drivers and what

changes would be required to achieve savings▪ Prioritize most attractive options to achieve cost savings based

on size of impact, ease of implementation and any other considerations pertinent to a specific district

Size and prioritize4

▪ Identify appropriate reallocation opportunity owner within district and share findings & analysis

▪ Assist as needed in planning for capture of savings

Support work plan5

5 steps for analyzing reallocation opportunities

Questions?contactusat

[email protected]@pivotlearning.org

http://www.pivotlearning.org/

ThankYou

districts today are being asked to do more and are being … · 2017. 7. 14. · hayward unified...

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