transforming change and refocus on the basics

8/3/2019 Transforming Change and Refocus on the Basics

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Transforming change and refocus on the basics

Begin by placing a greater emphasis on the correlation between education dollars andoutcomes. Policymakers have tended to focus too much on inputs without paying enoughattention to efficiency, or to ensuring that educational dollars are delivering value and

students gap improvements. . Politicians often point to their generous funding as proof oftheir commitment to education, rather than highlighting results boosting reforms.

The November Levy failure was a clear wide spread signal of frustration with the statusquo. With high unemployment and deep economic uncertainty for a backdrop, voters senta crystal-clear message for no a tax levy. The voting rate was up from the last levy ballot.Focus on the basics, especially jobs property taxes and economic prosperity. Keep yourpromises. Citizens want to see and understand the need for accountable spending ineducation to be smaller, more modest in its ambitions and more competent in itsimplementation in maintaining the district schools of excellence. The big gap is how the

district has been operating for the past 5 years without a levy increase..Do more with les is the community campaign cry and future pledges for no more leviesuntil spending accountabilities are adopted by the school board; Where reduce costs hasstop bussing, (a perceived threat carried out by the school board to force parent andproperty tax payer to vote affirmative for the school levy. The Anti-levy lobbyists want tomake the district and government do more with less and efficiently with effective bestpractices to show the community that what is valued are taken seriously. As a responsiblemeasure away for the bad practices current members of th school will have to pursuecommunity support for broader methods of change by::

1. Cut costs, reshape expectations for students services and rebuild public trust andfaith in their abilities to accountable spending2. Generate community engagement and open transparency at all levels of the

districts operations3. Lay down the real ground work for school academics, cultural proficiency and

extracurricular programs4. Lay the groundwork for student improvements and Gap closing5. Transform such policy areas that is vague in the policy intent to now be inclusive

for all students6. Transform such budget policy areas weigh heavily on family services7. Ensure that the districts operation are more innovative, more technologically

proficient and more attuned to emerging needs for all students8. Effectively execute a bold model for spending reforms without increased acrossthe board for pay to play programs for students

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The Process and procedures for transforming the way the district thinks are in the

designs and strategic planning which will assist policymakers, advocates, educators,

and administrative implementers what should be considered, pursue, and

discussed at the round table for advancing improvements and best practice

methods of changes.

First, they should look inside the classrooms and the current dollar spent on educationthat utilized for non-instructional purposes. Adopt cost-saving approaches for sharedservices across school districts.

In the very near future develop consortium arrangements with nearby school districts, tosee what if any, how they are successful with their school districts entities on sharedservices across a range of functions from transportation and food service to facilities andreal estate.

What recommendations or Legislature mandate are the services model for districts andwhat was simply done to urges legislative changes for promoting shared services forschool districts.

Like municipalities share services on: water, wastewater programs, natural gas purchaseselectricity, equipment, services and supplies .Pooling purchasing power can yieldsubstantial savings for school districts and their partners by reducing operating expensesthrough shared purchase orders,

One of the more controversial cost-savings reforms: Consolidating school districts.Maine consolidated 260 school districts into 80, saving $36.5 million. Meanwhile, a

Mississippi task force found the state could save roughly $13 million annually byconsolidating 18 school districts. Critics of this approach note that some of the mosttroubled districts in the nation are the largest..

Partnerships models with local businesses and non-profit and faith based organizationscan help school districts tap into school funding needs too. By partnering with Microsoft,Goggles, Cincinnati Bell Technologies Solutions, P&G, Banks and other industry. Theseeducation partnerships offer the schools based computing, wireless access on the schoolcampus, and in every room with the ability to transition e-mail, calendars, onlinedocuments, video conferencing and website creation to Google's Apps for Educationservices

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The future of eBooks and eTextbooks is coming fast for possible on-line low-costcomputing technologies, with a netbooks and broadband, presents opportunities for theschools to save money by switching to eTextbooks.. By transitioning to online textbooks,the school district can improve digital knowledge to encourage students' to participate invirtual 21st educational and cultural learning reducing the cost of textbooks.

Education will rightly remain a top public priority during these tight budget times. Butpressure to find cost savings will put education under greater scrutiny. The good news isthat opportunities exist to change business practices to improve efficiency, reduce costsand limit educational spending without negatively impacting students learningenvironment

Transforming change and refocus on the basics

Cost Reduction the school board must begin cutting costs and streamliningspending for operating within its means. As it has done since 2008

Improving Schools Competitiveness Principals must be in line with the step forconsistency is education learning steps from one grade to the next.

Use their educational talent and real experiences must be a committed investmentfor the changes required for Professional Development, instructional, and culturalcompetency

Promote community partnerships throughout the district, as parents and familyadvocates .

Understand and participate in such changes as to determined the districtdirection for moving beyond these economic hard times by creating a learningsafe environment that reenergized all students vitalities for learning.

Be an engaging partner with all stakeholders for inclusion for meeting the

challenges by remaining committed to the fiscal responsibilities for seekingcommunity involvement in-decisions making with non-intrusive or cohersive actfrom the district leadership

Principals should focus on a competitiveness booster to recognized performingstaffers for revitalizing our educational infrastructure by pursuing radicaleducation reform and reinventing classroom teaching methods for studenteducational development

Review and Transform those non-student service areas that weigh heavily onbudgetary spending. .By making these targets more effective and streamlined tosave more money

Overhauling Spending Operations by making the Coalition Council moreinnovative, more technologically proficient, and more attuned to emerging needsfor building and regaining support and public trust, while also addressing the newchallenges of the 21st century student cultural learning and preparedness

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Moving Forward for Getting It DoneIdeas, collaboration, consensus, results and success

To succeed, the collaboration and mix of community, business and other stakeholdersand district leaders must be able to transform ideas into initiatives, ensure a strong

implementation with best practices and procedures for achieving improved results. Aconsensus form transform those ideas with the tools for transforming the district andadvice other members of the community what is being done and how it will get done..

Closing Instructional and infrastructure gaps inEducation

Collaboration, community engagement and professional experienced in educationalmethods are what is needed to bring the infrastructure operational process up to anunderstanding of what it takes to help close educational gaps in students learning.

The district need to consider as a matter of normal course to engage the private sector intransforming the existing financial assets, technologies, service provisions andprofessional development of an all learners program across the school district. Allstakeholders are welcome to share diverse views and participate for:

Academic Excellence, Fiscal responsibility< Accountability, Transparency, andHigh Level Strategic Leadership

Have a comprehensive assessment of the districts infrastructure needs

Has a case sample of success presented to the public on the importance of

infrastructure spending and student achievement where the state awardedcompetency

Review the short-term, medium-term and long-term strategy forfunding/financing the districts infrastructure operations needs

Through transparency and public announcements regain the support forfinancing as on of the Coalition Councils highest priority related to studentachievement, professional development, 21st centure cultural learning andpreparedness for all students

Review any unused federal obligations or credits to education or time sensitivespending in any funded programs

Use the Coalition Council as the best community approaches for acquiring or

procuring and assisting with financial funding to educational use this shouldinclude a LOI (letter of intent) to business and industry as a traditional methodfor acquiring funds from the public-private partnerships sectors

Use the ideas of experienced business stakeholders to develop and prepare for anambitious public-private partnerships program

Are there any assets that could potentially be turned into financial assets?


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21st century education

Quality education is critical to all student preparation for 21st century cultural learning

The current education system not well design since funding education has caused schooldistricts to eliminated specialized education of industrial art, skill labor, and businesseducation programs. The majority of students are getting glossed over exposure tosecretarial, and performing arts courses and the total elimination of hands-on train likewood shop, auto mechanics courses that were designed to produce workers for high skilljobs.

Education reforms and students learning initiatives in the areas of innovation in theclassroom, are now the increased focus and emphasis on math and science are paramountfor todays student to be engaged in the digital world are essential. :

The knowledge to be tough to this highly technical skills for STEM? What professional requirements should educator be proficient in teaching

techniques of Science, Technology, Engineering and Math

How will educator be evaluate?

Will professional development improved?

Will students academic performance be tracked after high school?

Are there any pilot program for the latest innovative teaching tools to identifiedand test training impacts?

What is the capacity for schools to invest in and deploy new technologies?

What has been done to drive more engagement in science, technology,engineering and math (STEM)?

Has the technology industry been sufficiently engaged with schools to improveSTEM?

Where are the examples of effective partnerships between schools and localbusinesses?

Can those types of programs be replicated?

What will be the technology budget for the classroom compared to non-instructional services?

What instructional and non-instructional services being delivered in schoolscould be shared?

Are there Technology incentives for schools to share with communications

services? Can schools reduce costs through joint partnership in technology business

agreements?

What on-site training can educators get for preparing students for the 21st digitalworld?

Are there any collaborative resources to help cut overall technology cost forstudents?


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5The Gap problem consist of fiscal gaps between revenue, expenditures, performancesand services shortfall. And present the realities of cuts, reductions, layoffs, servicestructural changes and the needed support of the community funding to bend the costcutting curve the school district must have to operates systematically.

1. Will there be an open basic agreement to ask community to be responsible infunding the budget problem?

2. What are the current set backs and political environment to overcome hardchoices to be made as joint accountabilities?

3. What can be done to make it functioning effectively?

4. Has adequate data results and sharing for programs be made iin an inclusivefaction?

5. Are informed decisions about whats working and what isnt being openlydiscussed?

6. What cost reduction opportunities have already been identified?

7. Will there be an formal process for identifying more?

8. What is the business case for any planned transformations?

9. What can be quickly shown as achievements?

10. How will the district communicate tough choices, progress and successes?

11. Have current pensions and salaries contributions support current financial fundingliabilities?

12. What is being done to ensure safe environmental learning, professionaldevelopment, and layoff freeze

13. Will financial loopholes and past practices cause a spike in more cuts?

14. What other plans are being considered done to reduce costly operationalliabilities?

15. Will phasing out retirement, changing retirement age requirements, offer earlyretirement and lower salaried highly qualified educator be explored?


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Responding to reformed needs and interventionprocessesCommunity and district responsibilities

Much of the action and implementation will be the joint partnerships of the district andthe residents responsibilities to respond to these reforms. The Coalition Council will beresponsible for many newly recruitment of residents participation, as well as the requeston recommended technology and business process that support the reform programs, ascollaborations and partnerships period grows for this unprecedented model where theprocess are created to responding to reformed needs and intervention for community anddistrict responsibilities to growth on:

How the coalition identified all the requirements for responsible and otherdetermined approach to meet the inclusive processes?

What unique requirements are needed in implementing beneficial exchanges?

Review and create a Partnership of regional, private or nonprofit partners whomcan support, adopt, and sponsor partnership implementations

Using these partnerships to drive innovative financial support ion in health care

Develop criteria for how partners can properly invested in the all infrastructurerequirements to deliver Schools of Excellence model supporting reforms

Public demonstration on how well the district expenditures are tied to outcomes

Document, monitor, and track evidence based, cost-effective on quality

Incentivized staff, parents, students, and other stakeholders on the importance ofstudent services and instructional education needs

Review or create options available for community and business engagement long-

term partnerships in non-institutional settings (take the show on the road) Be able to illustrate why these options are being cut and underfunded for

budgetary and educational reasons

Create a Partnership education model that allow the working relationship betweenaddressing the unique needs of children, families, district and schools, includingthose with ELL, ESL, Special Needs

Illustrate the creating of a Coalition Council that encourage and enable theinclusionary process for community engagement and participation

Show that the Partnership Education Model can do more to encourage others toactively participants for providing a quality education for new student enrollees

Coordinating teams effort of educators and patients, improving education in

classroom instruction and student services while being accountable for sustaininga community of caring families and children .


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Improving educational, instructional and studentservices

Moving toward getting it done

Since the nation financial collapse, flat school funding and other finding cuts The longfinancial economic downturn failures of levies has increased demand for reducingeducational programs, putting more pressures on teachers, administrators, and propertytax payers budgets.. School Funding and other stimulus funding has expire, and the cash-strapped states will now only look to find creative ways to reduce the costs associatedwith delivering educational and instructional services programs, while deregulatingschool mandates, causing other increased demands on school districts.

Flat funding has .

Has caused a reduction in instructional staffing levels; support staffs layoffs; includingprojections in larger classroom sizes; losses in student electives; student club activities;and increased pay to play sport activities. The new school board members need todeveloped a comprehensive set of metrics for maintaining students services that focus onimproving and tracking students outcomes

Keep the resident and stakeholders to become knowledgeable and understand how thedistrict plans to make smarter use of some combined programs and services

Brought the use for innovated tools that could be used to reduce the administrative costs

of instructional and special needs services programs

How can you reengineer business processes (e.g. removing duplicative or stovepipeareas) to create more efficient delivery of professional development, instructional andstudent services

Cause the district to demonstrate the need for accountability for funding all studentsprograms that deliver improvements, results and successes

Presented innovative strategies to other creative incentive structure around encouragingteachers and invested stakeholder to stay on programs tasks with inventive methods for

more student participation and behavioral attitude for learning

Will the future visions of the district services for students be considered a part ofother communities in a consortium of shared programs and services?

If not, why not?

If so, what will the plan be to include such a prospective?

What will the new vision be?


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Being an innovative District Model for Education, Instruction &

Students Services

Ever school district of excellence needed to set the bar above the states minimum as aninnovative, collaborative, inclusive, and best practices approaches with its communityparents, businesses investors, and other involved stakeholders.. . Without a mindset thatprizes innovation. The process should be a normal process for progress.

Districts are finding out that it will be next to impossible to address the daunting financialissues they face without support from these partners, especially now, during these hardeconomic financial hard times today. States and local policymakers need redefining thewheres and hows behind operational and professional expenditures.

Those reason needs to immediately be a district and community celebration reasoning tothe public, with a thank you explanation that will gain these supporters partnership onhow and why their funding support is being spent to embrace innovations andaccountability spending as a necessary discipline practices.

This public documentation begin the healing process for keeping the communityinformed on those process and best practices around student achievement, improvementsand progress of the districts strategic planning and budgetary operations along withbuilding those learning activities requirements for both educators and students.

States and local policymakers redefining these strategies along with inclusive approachesand public explanations of accountability spending will give supporters and investedpartnership supporters a since of responsibility and self control beliefs that will support:

A school district system of accountability, responsibility and those process forfostering funding support spending that embrace innovative accountabilityoperational spending

Creative stages of those innovations for progress and improvements aroundaccountability expenditures

This invested financial support of accountability will allow the districttransparency to begin utilizing a full array of innovative best practice strategies,from cultivating those innovations to be integrated into other instructional,operational activities and academic closing the Gaps for improvements.

Support for such an innovative model will be the incentives that will be beneficialfor maintain above state level requirements for students progress as more


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supporters will consent to those funding initiatives as a district responsibility toassist with those needs in an accountability spending plan

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This type of powerful innovative model creates an incentive structure thatrewards intelligent, partner since of responsibility and not spending risk thatpenalize tax payers and those invested supporters of the community andbusinesses partnership supporters

This powerful innovative model also creates the extension for a businesssolicitation network partnerships; that presents adoptions and sponsorshipprograms as part of the strategies can be used to engage all invested stakeholders;and other citizens, academia, political representation and public and privateindustries. All necessary for bring the financial support and help for developing,

maintaining and sustaining solutions in providing a quality education incentivestructure for success

This powerful innovative model and incentive structure can reward in public orprivate those participants in the creative solicitation network partnershipscampaign where the success of an accountability systems of responsibility enactedsuccessful innovations for education outside of government support

The sue of nearby school district consortiums should be used as a practice to sharebest practiced and other educational experiences ideas of success

The use of real data from the State should be as the districts hallmark from thosesuccesses as documented assets of the districts reputation for developing Schoolsof Excellence with repaired students that are ready from 21st Century CulturalLearning as Academic Achievers

The support of such shared public data should be available as part of the digitalmedia distributions and online for public review as a course of practice

This type of innovative models and best practices can continue, by engaging thecommunity, businesses and individuals through volunteering, around thoseinnovation programs and incentives that are district and community goals and

mission oriented for Being An Innovative School District Model for Education,Instruction & Students Services


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Investments and Voluntary Engagements

The Fiscal financial future of the district and community depends and rest with thecollaboration the Whole District and Community Supporters getting the services,operations and instructional spending aspects back on track with clear accountabilitypractices and approaches for responsibilities.. While transformation and reform are thekey buzz words that being used to redefined and reshaping the fiscal spending andoperation requirements, development those adjustment processes must a open profoundshifts to get the word with an inclusion process that engages the community in financialbuilding block that clearly spell out the current and future path for spending, professionaldevelopment, students achievements, improvement progress and the inclusion of cultural

competency.

Are we as a cultural developing school district, ready with a competent plan ofinclusion strategy designed to capitalize on the demographic and cultural growthas a welcoming community to all?

Are we as a school district ready to begin collaborating with those of differencingof opinions for getting the services, operations and instructional spending aspectsback on track with clear accountability practices and approaches forresponsibilities?

What are the inclusion process that will be used to engages the community to beresponsible for its; responsibilities in the financial building blocks that clearlyspell out the future for spending on innovations around professional development,students achievements progress and the inclusion of cultural competency?

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What current avenues are being explores to map out the districts financialstrengths and weaknesses for success in maintaining and sustaining a equitableand quality education for all students?

What are the district current assets?

What will be the developing financial roadmap for builds on the current financialstrategies?

What will be the policy and engagements involving educators, and other businessstakeholders be as for fostering secure funding support from these public andprivate sectors?


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What are the priority areas where funding support are immediately in need of helpstudents, and educators can immediately begin the turn around process for growthand improvements?

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Will the district use collaborative measures to include neighboring schoolsdistricts approaches around a consortium shared approaches that are necessary forbring such financial support and successes for developing, maintaining andsustaining solutions in providing a quality education incentive structure forsuccess and academic improvements?

What are the community current assessments on those innovated incentive plansto support taxes and operational burden for maintaining the school districts ratingand does the plan clearly spell-out those industry partnerships as key contributorsalone with those district-wide short-fall funding concerns?

Will educators, parents, students, and other stakeholders pledge, volunteer andinvest in a collaborative effort for the sustainability of the district academics,activities, cultural competency, and students readiness for 21st Century Learningthat are linked with partnership availabilities as sponsors businesses and serviceproviders for students to be exposed to their cultural workforce.

Will the school board of education and school superintendent allow a CoalitionCouncil of professionals, parents, educators, consultants, businesses experts, andother invested stakeholders assist and make recommendations as decisionmakers?

Will the schools superintendents engage the community for assistance on policyand other operations decisions the community values, as a school-wide soundingboard council?


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Getting It DoneIdeas, collaboration, consensus, resulting in success

Creating such policy or adjusting current policy transformation from intent and clearpurposes begins the campaign innovative processes around consensus and promises. Tosucceed in any public funding campaign must begin the structure of success and designfrom education experiences and with a stakeholders commitment that creates or adjustcurrent policy and procedures that are inclusive with normal best practices.

These transformations, although difficult in the beginning, are to bring documented

evidence to gain the trust of all tax-payers. The process will call for the engagements andbest practices for ideas, best practice models for implementing incentives designs thatwill bring all invested stakeholders for the supports, engagement, and businesspartnerships. These incentives generate stronger support for trust and accountabilitynecessary for moving forward. By implementing those successes along with high qualityinstructional staff, will motivate other educators and students to move towards addressingthose identified requirements within the incentive design structure for improving theprocess for getting the job done, providing essential support services for progress.

Partnerships models with local businesses and non-profit and faith based organizations

can help school districts tap into school funding needs too. Collaborations with a mix ofcommunity, business and other stakeholders can transform ideas into initiatives, ensure astrong implementation with best practices and procedures for achieving improved results.

Educational Learning Gaps are essentially over fiscal gaps between revenue,expenditures, performances and services shortfall that immediately translate into cuts,reductions, layoffs, service changes and cost to families for their children to pay to playsporting activities. Cash-strapped districts must be innovative to find creative ways toreduce the costs associated with delivering educational and instructional servicesprograms for the deficits of operation budgets.. The district policymakers must redefinetheir strategies for inclusive approaches while building public trust and transparency for

accountability spending, if the operations budget need supporters and investedpartnerships support.

Also there is an immediate need to began damage control to gain the public trust,, whilecreating an invested supporters structure for funding that embrace innovations andaccountability spending practices. Getting the word out that engages the community infinancial building block that clearly spell out future spending, professional development,


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students achievements, improvement progress and cultural competency will be keypriorities. .

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Ideas, collaboration, consensus, resulting in success

The Coalition Council will be responsible for many newly recruitment of residentsparticipation, as well as the request on recommended technology and business processthat support the reform programs, as collaborations and partnerships period grows forthis unprecedented model where the process are created to responding to reformed needsand intervention for community and district responsibilities to growthHave we considered the following:

Will the district stakeholder clearly understand the opposition, opinions, and the

documented factors and a consensus collaboration needed to reach those goals foral students to achieve?

Will there be real inclusive practices that can influential for the benefits ofimproving the students learning curve, and cultural barriers for learning?

Will the district be cultural competent within the education circle of teachers andadministrators to recognized and understand those cultural different points ofviews as learning opportunities toward achievements and improvements thatlinks us all?

This will bring the changes and challenges needed to evolve with selfexaminations and understanding for those different ways of adjustment to achievethe district strategic goals and opportunities to learn.

Will the school, board accept a stakeholders driven council that want to helpdrive the decision making processes and operational decisions for all studentsprogress?

What will be the agreement with such a professional council that recommendsplans and advise such solutions to issues and concerns of the community?

Will the data evidence for creating best practices and approach for addressing theissues and concerns be honored?

Will the Council assist in identifying those priorities with the schoolsuperintendent as recommendation for understand ways in which immediateconcerns can be presented as immediate progress of improvements ofachievements?


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transforming change and refocus on the basics

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