Doing Differently2012-13 Budget Development

Dr. Timothy MitchellRapid City Area Schools Public Budget Hearing 1-10-12

Doing Differently

Learning Target:RCAS school board members and all stakeholders will understand:

-The key research-based principles by which the 2012-13 GF budget recommendations are based.

-The strategy and key factors utilized to develop the 2012-13 GF budget recommendations.

-To provide additional clarity as to the development of a Professional Learning Community (PLC) in the RCAS

3/24/11RCAS

Doing Differently

Criteria for Success:The RCAS administration and school board will develop a 2012-13 GF Budget based upon sound research-based principles, aligned with district priorities and with feedback from all stakeholders.

3/24/11RCAS

Doing Differently

We need to implement a strategic approach to create an

environment of high quality learning!!

Critical Steps:Point to the DestinationScript the Critical MovesBuild New Habits

Doing Differently

Point to the Destination

Doing Differently

The type of district and schools that I envision as we move forward embraces the current research as to what is the best way for leaders and teachers to act.

They are also fiscally responsible and committed to our mission, vision and priorities as established by the community.

Doing Differently

The Potential Future:RCAS Reports:

Increases in Student Achievement

Increases in Graduation RatesDecrease in Achievement Gaps

(NA/ED/SPED)

RCAS Mission

Building a community of life

long learners, one student at a

time.

RCAS Vision

All Rapid City Area School students will

achieve to their full potential.

Guaranteed, Viable, Relevant Curriculum Life and Career skills Technology Literacy (21st century skills) Staff Effectiveness and Organizational

Capacity-Building Comprehensive System of Assessment Diverse Opportunities for students to

learn and be academically successful

RCAS Priorities

Based upon 2011-2012 Presentation:

Reductions for 2012-13 are to account for:

-8.6 % reduction in State Aid (Per Student Allocation)

-$97 per student- one time money

The Situation

2011-2012 Budget Includes:

-3.5 Mill in Fund Balance-2.7 Mill Capital Outlay Flexibility-Budget Reduction 1.98 Mill

The Situation

Budget Proposal

Governor’s Proposed Budget is a positive given the limited resources

Funded Formula ($100.95 2.3 %)-Gave additional one-time money ($30.92 0.7 %)

Per Student Allocation Increase $34.67 0.8%

SD Investing in Teachers-8.4 Million 1.5% Common Core/STEM/Career

Development Common Core/Evaluation

RCAS 2012-2013 Budget

Still a need to address Deficit Fiscally Responsible/Committed to

Mission We have recommended a

expenditure reduction plan of approximately $4.5 mill dollars

Packaged w/Instructional Calendar Proposal

Implementation of the PLC Concept District-wide

Doing Differently

Script the Critical Moves

The Strategy

To become as Effective and Efficient as possible

To become as Innovative and Creative as possible

To eliminate the “Knowing and Doing Gap” as it relates to high quality learning in the classroom

The process has included:-utilizing every opportunity to explain the situation

-a review of current expenditures-Where is the $$ going?

-reminding people of the mission and priorities

Doing Differently

Four resource shifts with great potential:

-away from quantity of staff towards quality-from remediation to early identification-from isolated practitioners to teacher teams-from full-time teachers toward creative and

effective alternative delivery systems

Doing Differently

John Hattie-Visible Learning

Visible Learning synthesized the results of more than 15 years of

research involving millions of students and it represents the

biggest collection of evidenced-based research into what actually

works in schools to improve learning.

John Hattie-Visible Learning

*Promoting high levels of learning are about linking specific teaching strategies with specific student results

*There is a huge variation in the impact of different teaching strategies—but few schools focus on the highest impact strategies

John Hattie-Visible Learning

What is the barrier to high quality learning in every classroom:

*The variation of implementation causes different impact on learning

John Hattie-Visible Learning

The Leadership and Learning Centerwww.leadandlearn.com

WebinarsJanuary 9, 2012- “Visible Learning: Applying John Hattie’s Research to

Maximize Learning in Schools”*Presentation Slides*Presentation Video

Doing Differently

Build New Habits

Doing Differently

The best way to improve a school or

district is by developing the

people within it!!

Instructional Calendar Proposal

A regular early release time district-wide to enhance student learning by allowing teachers time to plan as teams, create common formative assessments and learning targets, do data charts to monitor student progress, create enrichment lessons, to move forward any future district initiatives and to meet the individual needs of students

Instructional Calendar Proposal

Reduction of Additional Pay and Temporary Staffing

Additional Time to implement district priorities Transportation Savings Less Substitutes and Higher Quality Contact

Time All staff could be involved with implementation Improves the learning of all students Allows the district to meet the individual needs

of a students Builds collective capacity of the staff

Doing Differently

A Professional Learning Community (PLC) is:-An on-going process in which educators work collaboratively in recurring cycles of collective inquiry and action research to achieve better results for the students they serve-PLCs operate under the assumption that the key to improved learning for students is continuous, job-embedded learning for educators

Doing Differently

What is the RIGHT Work?*All Educators work collaboratively and take collective responsibility for student learning*Collaborative teams implement a guaranteed and viable curriculum, unit by unit*Collaborative teams monitor student learning through ongoing common formative assessments*Educators use the results of the assessments to:Improve individual practiceBuild the team’s capacity to achieve its goalsIntervene on behalf of students

Doing Differently

What do Leaders do?-Organize Staff Into Meaningful Teams-Provide Teams with Time to Collaborate-Provide Supportive Structures That Help Groups Become Teams-Clarify the Work the Team Must Accomplish-Monitor the Work of Teams and Provide Direction and Support as Needed-Avoid Shortcuts in the Collaborative Team Process-Celebrate Short-term Wins, and Confront Those Who Do Not Contribute to Their Teams

Doing Differently

www.solution-tree.comwww.allthingsplc.com

Tools and ResourcesDownload the Presentation

View Webinar Recording

PLC Locator

Doing Differently

The Administrative Budget Reduction

Planwww.rcas.org Administration-Superintendent-Presentations

Doing Differently

Middle School Schedule $1,500,000Reduces up to 30.58 FTEPreserves the concepts of Middle School with a new academic calendarExpect FTE reduction through attrition, retirements and resignations 

Administrative Reorganization $45,000-plusLevel Middle School Administration 2 FTE except for North due to Fed FundsReview FTE allocation after retirements and resignations

Doing Differently

Association for Middle Level Education

*This We Believe: Keys to Education Young Adolescents-Executive Summary*Research Summary-Professional Learning Communities

www.amle.org

www.rcas.org Administration-Superintendent-Presentations

Doing DifferentlyInsurance Benefit Contribution (Negotiations

Recommendation) $800,000Proposes a proportional cost share of benefits Could be a percentage or a flat dollar employee contribution

 Reduction of Additional Pay and Temporary Staffing

$500,000Tied to the academic calendar by reducing the need for substitutesUses the proposed 8.5 million dollars from the State rather than local fundsTeachers are able to do the work during the duty day instead of outside the day

Doing Differently

Team Cleaning $450,000Reduces 12 FTEOrganizes custodial services to cleaning teams with specialists instead of building generalistsProvides the costs savings of outsourcing

 Standard Support Specialist-Elem Library

Reorganization $250,000Reduces 4.3 FTERevises the Elementary Librarian job description to an Informational Media SpecialistEliminate the Standard Support Specialist position

Doing Differently

Accounting for Busing/Printing $200,000Eliminates a duplicate accounting entryServices are not effected

 Activities Department $150,000

Eliminate charter bus services except for the longest tripsConsolidate several extra duty contractsCharge some equipment purchases to the capital outlay fund

Doing Differently

High School Budget Initiatives $125,000Require 9-11th grade to take 6 classes per semesterEliminate class offerings with fewer than 18 students registeredReduce 3 FTE

Paperless Initiative $100,000Comprehensive initiative to limit the need to generate paper documentsMore fully utilize the print shop as the most cost effective printing option when paper is requiredCreate digital alternatives to paper processes

Doing Differently

Miscellaneous Staffing Reduction$59,000Reduce a Reading Recovery Position (1 FTE)- Wilson/GrandviewRetains Reading Recovery in Title I schools with Federal FundsReduce of 2 noon duty currently not filled

Miscellaneous Library Reductions $31,000Reduce .5 FTE through retirementReduce supply budget

Doing Differently

Instructional Technology Staffing Restructure$30,000 Reduce 1 FTE reallocate responsibilities to existing staff

 In-district Travel Reimbursement (1/2 State

Rate) $30,000Reduce reimbursement rate for in district travel to ½ the state rateMore fully utilize existing district fleet vehicles and consider adding to fleet

Doing Differently

Talented and Gifted Restructure $23,000Reduce .6 FTE Re-assign 2 FTE as enrichment coordinatorsReduce Supply budget 

Musical every 3rd year $20, 000Each High School will perform a musical every 3rd year instead of every other year

Doing DifferentlyStudent/Staff ID Cards-Used as Activity Passes $12,000

Eliminate paper activity passes for staff and students Freeze Sheet Music Purchases (Except for State Events)

$12,000Freeze sheet music purchases for choral, band and orchestra with the exception of state events like All State Band.

Meals for Meetings to be Catered by RCAS Food Service$6,000Eliminate outside catering for Board of Education, Facilities, Finance, and Superintendant facilitated meetings

Doing Differently

-This proposed plan reduces expenditures for the 2012-2013 school year by:

$4,343,000-We also believe we can realize some additional savings through the final budget process.-We will be adding $1,200,000 in expenditure for additional staff for All Day Kindergarten

Doing Differently

Budget Hearing Schedule6:00-8:00 PM

January 10- West Middle SchoolJanuary 23 - South Middle SchoolJanuary 30- Dakota Middle SchoolFebruary 7- North Middle School

February 27-Southwest Middle School

3/24/11RCAS

Doing Differently

Learning Target:RCAS school board members and all stakeholders will understand:

-The key research-based principles by which the 2012-13 GF budget recommendations are based.

-The strategy and key factors utilized to develop the 2012-13 GF budget recommendations.

-To provide additional clarity as to the development of a Professional Learning Community (PLC) in the RCAS

3/24/11RCAS

Doing Differently

Criteria for Success:The RCAS administration and school board will develop a 2012-13 GF Budget based upon sound research-based principles, aligned with district priorities and with feedback from all stakeholders.

3/24/11RCAS

Doing Differently

John Hattie (2009), in his book Visible Learning, examines numerous instructional practices and concludes that teachers working together in collaborative teams to clarify what students must learn, gather evidence of learning, and analyze that evidence so that they can identify the most powerful teaching strategy is indeed the practice that yields the most results in improving student learning. Getting this powerful continuous model in place requires both structural adjustments and cultural shifts.