The School District of Philadelphia Action Plan 2.0 Public Meeting of the School Reform Commission February 20, 2014
100% of students will graduate, ready for college and career 100% of 8 year olds will read on grade level 100% of schools will have great principals and teachers SDP will have 100% of the funding we need for great schools, and zero deficit
Improve Student Learning 1 Develop a System of Excellent Schools 2 Identify and Develop Exceptional, Committed People 3 Become a Parent and Family-Centered Organization 4 Become an Innovative and Accountable Organization 5 Achieve and Sustain Financial Balance 6
Improve student learning 1 • PA core standards • Flexible curriculum • Instructional practices • Coherent assessment system
Develop a System of Excellent Schools 2 % of budget • Neighborhood school improvement ~ 80.0% Transform poor- • 12 existing Promise Academies 1.0% performing schools • 2 neighborhood District transformations 0.0% • 1-2 Renaissance charter conversions 0.6% • Expansion of good neighborhood schools 0.0% Expand existing • Expansion of selective admission schools 0.0% good schools • Cost-neutral charter expansion 0.0% • 3 new non-selective-admission high Create new good schools 0.2% schools • Continued growth of SLA, Workshop 0.1% School, and Hill-Freedman • Moratorium on District closures this year 0.0% Close poor- • 4 charter schools in non-renewal process 0.0% performing schools
Develop a System of Excellent Schools (continued) 2 Neighborhood School District-led turnarounds: New, Non-selective Improvements Promise Academies High Schools Additional More instructional September 2014 • • • instructional support time Lottery admission with • Early literacy Focus on reading and neighborhood • • math preference ELL and IEP supports • Interim assessments ~1,500 students by • • Counseling and • and dedicated September 2017 behavioral health teacher review time Evidence-based • Keystone exam • Climate program • support Competency-based, • Summer institute for high standards • Curricular materials • teachers Personalized • School climate • More instructional • Youth development • College and career • and leadership readiness Community-connected • capacity Improved safety Non-cognitive skills • • Parent engagement • Improved buildings Extended learning • •
Identify and Develop Exceptional, 3 Committed People • High support, high expectations - Principal development - Teacher in-school coaching and collaboration time • Recruit and retain the best talent • Implement fair evaluation systems for everyone
Become a Parent- and Family-Centered 4 Organization Inform Serve Listen Engage
The School District of Philadelphia Financial Report Public Meeting of the School Reform Commission February 20, 2014
Since FY2011, the School District has had to operate with a cumulative three-year loss of over $790 million. Combined Operating and Categorical Budgets $2,970.5M $3,000 $2,687.4M $2,500 FY14 Adopted is $283M lower $2,000 than FY11 (in millions) Actual $1,500 $1,000 $500 $0 Actual FY11 Adopted FY14 Enrollment: 201,300 Enrollment: 198,783 State Operating Revenues City Operating Revenues Non-Tax Other Operating Revenues Federal Operating Revenues State Categorical Federal Categorical Local and Private Grants
From FY2011 to FY2014, the percentage of the District budget that could be spent on schools declined from 63% to 54%. District Operating Expenditures FY2011 Actuals Compared to FY2014 Adopted Budget $2,400 Charters 18% Charters 29% $2,000 District $1,600 Schools - Instructional & District (in millions) Operating (Flexible) Schools - Instructional & This year, the Operating (Flexible) 63% District only had $1,200 54% enough resources to District open schools District Schools - Instructional & $800 with vastly Schools - Instructional & Operating (Mandatory) reduced staffing Operating (Mandatory) and services Admin 4% $400 Admin 2% Non-District Operated Non-District Operated 4% 4% Debt Service Debt Service 11% 11% $0 SY2010-11 SY2013-14
Students � experiences in District schools have changed as the budget has diminished. Even with increased enrollment in some schools, staffing support and funding has declined. School Enrollment: 508 Principal: 1 FTE • Instructional Staff: 41 FTE • Guidance Counselors: 2 FTE • • Support Positions: 13 FTE Non-Full Time Staff and Funding: $129,586 • Total: 57 FTE FY2011 • School Enrollment: 660 Principal: 1 FTE • Instructional Staff: 36.3 FTE • Guidance Counselor: 1 FTE • Support Positions: 10 FTE • Non-Full Time Staff and Funding: $112,432 • Total: 48.3 FTE • FY2014
Since May 2013, $112 million in additional revenues enabled the District to restore some services to schools. However, accelerating costs continue to squeeze the District. FY14 Adopted Cuts and Partial Restorations $3,000 $2,500 $592 $702 $675 $2,000 $1,500 $1,085 $986 $886 $1,000 $412 $385 $364 $500 $55 $64 $74 $135 $133 $129 $280 $276 $259 $0 FY13 Actuals FY2014 Adopted (May 2013) FY2014 Projection (Dec. 2013)* Debt service Other Central administration School Pupil/Family & Operating Services School Instructional & Instructional Support Services Charter payments * Includes $112 million in additional revenues used to partially restore Adopted Budget cuts
The District projected to close FY2014 with a shortfall of ($28.7M). Gap closure mechanisms have reduced the current projected year-end shortfall to ($14.2M) Projected FY2014 Ending Balance $35 -$32.6 Losses/Judgements Projected & Other Additional Revenues -$28.7 $30 Indirect Costs $3.9 Food Services School Based $25 Positions Gap Closure Mechanisms Transportation $14.5 $20 (in millions) -$14.2 $15 Special Education $10 Charter School $5 Payments $0 Projected Over Projected Shortfall as of Gap Closure Remaining Projected Expenditures 12/31/13 Mechanisms Shortfall as of 2/20/14
Further risks to the FY 2014 Budget that will be closely monitored include: Revenues Expenditures Real Estate Taxes Charter Enrollment/Payments • • Parking Authority Revenue Utilities/Snow Removal Costs • • Building Sale Revenue • Full Debt Service Reimbursement •
To ensure the maintenance of services, the District must receive an additional $80 million in revenues. To begin the process of transforming our schools, the District will need another $240 million. $3,500 $3,000 $320M $240 increase $80 $80 over FY2014 $2,500 levels $2,000 (in millions) $1,500 $2,546 $2,546 $2,546 $1,000 $500 $0 FY2014 Current Projection (Dec. 2013) FY2015 (Same Service Level) FY2015 (Incremental Improvement) FY14 Projected Expense Amount required for Maintenance of Services Amount required for beginning Transformation
$320 million in additional revenues would help the District achieve its strategies for improved student outcomes as outlined in Action Plan v2.0. Action Plan Strategies Activities Strategy 1: Improve Student • Robust early literacy program Learning • School climate programs • Limited credit recovery • Supports to English Language learners and students with IEPs • Additional counseling, mental, and behavioral health support • Additional support to students for Keystone exams • Updated curricular materials • College and career readiness programs (e.g., PSAT, SAT, AP, IB, and dual enrollment) • Modest increase in discretionary spend for schools Strategy 2: Develop a System of • More expansions, replications, and creation of new schools Excellent Schools • Strengthened and expanded career academies • Expanded CTE programming • Improved safety and physical infrastructure • 1-5 Renaissance Charter conversions • Expansion of top charter performers Strategy 3: Identify and Develop • Additional instructional activities Exceptional, Committed People • Strengthened teacher and principal PD • Principal residency program • Development of internal leadership pipeline • Additional non-instructional supports for schools Strategy 4: Become a Parent- and • Improved student enrollment process Family-Centered Organization • Improved customer service and training for parents Strategy 5: Become and Innovative • Upgraded student information system and Accountable Organization • Improved data processing and reporting Strategy 6: Achieve and Sustain • Increased capacity to leverage partnership support Financial Balance
The FY2015 Budget process will follow the below timeline. Action Date Financial Update 2/20/14 FY 2015 Lump Sum Statement 3/20/14 City Council Budget Hearing 4/14/14 FY2015 Budget Hearings 4/14/14 - 5/14/14 FY2015 Budget Adoption 5/29/14
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