 State of the Schools Expectations, Excellence, Extraordinary Students, Every Day October, 2012

State of the Schools October, 2012

Agenda: Visible Transformation (Business and Technology Updates) Transformational Changes: Curriculum/Instruction (Strategic Plan) Introducing the Office of School Improvement and Innovation Financial Fast Facts State of the Schools October, 2012

Approximate savings of $40,000 per year Use of Local Business

11 McQuay units at XHS 2 Trane units at Central Middle School New lights at Benner, Warner and XHS New Boiler at Benner Building Automation

GPS Units Digital Cameras Crossing Control Arms Child Check Mate On Every Bus 11 New Buses Coming In October

McKinley, Central, Benner, Warner, and XHS  Project Paid For Through Insurance Monies

ESA Renewables and Kastle Electric Save approx. $70,000 in electric Earn approx. $36,000 in lease arrangement

District-wide, High-Speed Internet

Moving To New Buildings Over Holiday Break

Stakeholders have been asking…  “What’s the plan for our schools and our students?” The district answered with a strategic plan in May, 2011

The Strategic Plan is designed to create a transformed school district. The focus of our work together is about student achievement. For a more effective school district we are under construction, we are experiencing Transformational Change State of the Schools Under Construction; Transformation in Motion

Radical Changes: Capable Of Altering Entire Industries And Cultures…

 Strategic Plan: A District Road Map  Six Objectives; Each With Multiple Action Steps

Standards (CCSS, New Standards)  Power Standards : teach what is important to teach  Narrow the focus, teach concepts with greater depth Reliable Assessments  Periodic checks on student understanding

1. Identify a list of all existing district technology programs and software to build a comprehensive inventory. Use the inventory list as the starting point for increasing student/teacher access and effective use. 2. Strengthen district hardware and software technology infrastructure to expand access ( …some items require additional funding)

1. CCSS and New Standards 2. Peer Assistance and Review: strong, teacher-led professional development 3. OTES and OPES: framework for mandated evaluation procedures requiring student achievement/student growth measurements/HB 153 Each of these PD initiatives are paid for by RttT, SIG, and other grants

 Administrative Team (all levels) taking the lead to promote and model communication at all levels- building productive relationships  Restructured administrative meetings: problem solving time  Weekly updates from Principals to Staff  Q and A with District Leaders (printed or in person)

 Increase positive success stories in the media  Board of Education Members: Community Engagement Plan  State of the Schools: Information Nights  Key Communicator Team  Citizens Advisory Council

 The work of communications falls to everyone in the organization and everyone connected to the organization.

1. Balance the Budget: we are proud of balancing the budget each year; we are not proud of staff cuts or benefit cuts 2. Drastically reduced expenditures and the number of district staff 3. Pay freezes and benefit cuts have balanced the budget 4. (The only increase is through educational attainment) 5. Innovative methods utilized to create efficiencies and save dollars

 District Commitment to Sharing Quick, Transparent Financial Information

Declining Revenues Fiscal Year 2011:$47,734,359 Fiscal Year 2012:$44,911,462 Fiscal Year 2013:$44,741,754 (projected)

Declining State Revenues * 2013 last estimated on May year forecast

Actual/Projected Income Taxes * FY 2013 is estimated from May year forecast

New Information Possible 8.2% cut in all federal funds effective January, 2013 This equals $251, for Xenia This money would be absorbed by the general fund

Total Expenditures * FY2013 Estimate based on May 2012 Five Year Forecast

2013 Expenditures by Type

*FY2013 is based on May 2012 Five Year Forecast Estimates Special Education Revenue vs. Expenditures

Major Expenditures Other Than Salaries And Benefits 1. Community/Charter School payments = $1,815, Open Enrollment Charges (Other Districts) = $998, STEM Schools = $257, Utilities = $925,378 Total = $3,996,044 As of September 5, 2012

Quick Review: How Did We Get Here? Declining local and state revenue Loss of federal stimulus money Unfunded mandates Xenia’s dollars going to other schools and communities Constantly changing school funding structures Increased costs Dramatic Cuts and Realignment of Services

Response of the Xenia Schools The school board and administration have responded with over $10 million in cuts during the last two years. This cut represents over 20% of our budget. Make no mistake; we are taking strong steps to manage every dollar in a wise and practical manner *Financial information has been confirmed by an outside auditor.

Household Budget Comparison Household Budget : $36,000 (Yearly) Take Home Pay: $504 (Weekly) 20% CUT New Budget: $28,000 New Take Home: $403 (Weekly) Weekly bills remain the same (bills exceed income) What choices would remain for you???

1. PBiS at all district buildings 2. Accountability for the Strategic Plan at all levels Superintendent Walk-Through Principal Walk-Through Collect other evidence Post the Key Objectives of the Plan Create The Office of School Improvement and Innovation

One of the key building blocks of Transformational Change *Substantial cost savings to the district

A support structure (fit for the 21 st century) within a drastically reduced budget, to address a multiplicity of district needs: Curriculum Instruction Assessment Mandated School Improvement Initiatives Communication: Internal and External Strategic Plan Federal Programs and Grants SIG RttT Like all other school districts in Ohio, there must be support services to the building and for the classroom

1. Realign and Define roles and responsibilities (many positions cut ) 2. Team Approach for school improvement efforts, implementing the strategic plan, focusing on student achievement 3. Collaborative work environment for creativity, innovation and produces a high quality service for the students and families of the district 4. Dynamic work flow: accelerate transformational change, propel the district into the future, work the Strategic Plan 5. Savings to the district: The Office of School Improvement and Innovation means working smarter not harder

The Facts: Jobs Cut “New” Jobs (Office of School Improvement) Assistant Superintendent for Curriculum K-12 Curriculum Supervisor Secondary Curriculum Supervisor Special Education Supervisor Elementary Curriculum Supervisor Administrative Specialist Special Education Supervisor Coordinator of Federal Programs* Title I coordinator Improvement Specialist* Entry-Year Facilitator Community Relations Coordinator *fully funded by federal grants Secretary to the Superintendent  Bottom Line Annual Savings=$496,530

4 out of 5 Elementary Schools EXCELLENT  Value Added: MET  Growth Gains at all levels  District MET 16 of 26 Indicators (up from 12)  XHS MET 10 of 12 indicators  Overall Rating: Effective

State of the Schools Transformational changes

State of the Schools Transformational Changes

State of the Schools