1. New Orleans City Council Presentation
Patrick
October 12, 2016

2. Objectives Share NOLA Schools Unification updates
Share progress updates on RSD/OPSB initiatives to serve high needs students: the New Orleans Therapeutic Day Program and the Youth Opportunity Center
Share district priorities for Harrah’s funding
Provide updates on SFMP projects & Enroll NOLA
Share a projected budget for funding allocation
Patrick

3. Agenda Unification of Schools Funding Programs for High Needs Students
Priority: New Orleans Therapeutic Day Program
Priority: Youth Opportunity Center
RSD Priorities
OPSB Priorities
School Construction Update
Enroll NOLA Update
Budget

4. Unification of Schools
Colleston

5. Act 91: Overview
Act 91 will unify 24 OPSB and 52 RSD schools into a single, unified system of diverse and autonomous public schools.
Act 91 codifies, for the first time and in a comprehensive fashion, the elements of the system that have most contributed to students’ successes:
Autonomous public schools
Citywide family choice
Stringent standards for school authorizing and accountability, and
A Focus on equity for all students
On August 30, 2016, the Orleans Parish School Board approved the plan to effect the return of schools from the Recovery School District to OPSB by July 1, 2018.
Colleston

6. We have received extensive input from the community in developing the Unification plan
We have engaged more than 500 people in the Unification planning process since June, in a variety of settings:
Four public meetings of the Advisory Committee, including presentation of a draft plan in July and subsequent opportunities for public comment through public meetings, office hours, and our website
Over 250 community members participated in four community meetings in July and August
More than 100 leaders were invited to eight Task Force meetings, convened in June and August to focus on Authorization, Accountability, and Planning; Facilities; Systemwide Services; and Transparency
Focus groups with parents and educators
Meetings with Charter Board Chairs, School Leaders, elected officials, clergy, and community groups
Colleston

7. Our plan is guided by five principles that have been validated through our discussions with the community
High Standards: Every child in every neighborhood should have access to great public schools
Continued Progress: We cannot be comfortable with the gains of the last 10 years; we must continually raise expectations, expand what is working, and cultivate new leaders and new ideas
Choice for Families: Every family should have access to a diverse set of school options for their child through a clear and fair process
Ensuring Equity: Differentiated resources and attention must go to ensuring that schools are succeeding for each individual student, based on his or her unique gifts, talents, and needs
Empowering Schools and their Communities: Educators closest to students and families are empowered to make instructional decisions, and the community has a transparent understanding of their school options, the progress being made, and the way in which funds are being used
Colleston

8. These guiding principles define a unique role for OPSB
What Schools Do
What the District Does
Make all curriculum and instructional decisions, based on the best interests of their students
Provide training and support to educators and staff
Make all personnel decisions consistent with their mission
Control their own budgets, including (increasingly) facilities planning
Promote standards of school quality that create a focus on improvement and equity
Monitor school performance, and take action when needed
Work to develop new schools and programs for students and/or neighborhoods that need better options
Promote choice and equity through Enrollment and other citywide programs
Set policy that directs school and facilities funding to reflect student and citywide needs
Colleston

9. Our Strategic Priorities… …Inform the Work to be Done
Our strategic priorities relate directly to some of the most important and urgent work we will begin
Our Strategic Priorities…
…Inform the Work to be Done
Uphold stringent standards for school authorization, performance, and accountability
Ensure citywide services and policies address equity issues for all students
Creation of a modified school performance framework, charter operating agreement, and related Board policies
Responsible transition of EnrollNOLA and other citywide services
Restructuring of OPSB central office to focus on citywide needs
Alignment of maintenance standards and launch of facilities preservation fund
Be financially efficient and operationally lean
Ensure that facilities are well maintained
Colleston
*Since Act 91 became law, we spent a lot of time considering what we want to come out of this process.
*That consideration went into our approach to planning this process.
*This slide lays out key principles to guide this process to get the right end results.
*{REVIEW SLIDE}
Collaborate with stakeholders to define policies in the best interest of students
Set long-term goals and a vision for a unified school district by engaging our community
Detailed set of policy decisions defined for next two years
Citywide Vision and Strategic Goals Task Force to be launched in

10. We are ready for the work ahead
Strong OPSB leadership team
Aligning our approach to accountability
Readiness for hard decisions
Financially sustainable structure
Clear roadmap of the work to be done
Colleston

11. Funding Programs for High Needs Students
Patrick

12. Funding Programs for High Needs Students
In 2014, RSD and OPSB entered into an agreement to use the majority of the Harrah’s funding annually to support programs that serve students in New Orleans with the highest needs. On an ongoing annual basis, more than $2 million from Harrah’s funding supports at-risk New Orleans youth. This funding supports the operation of two key initiatives: the New Orleans Therapeutic Day Program and the Youth Opportunity Center.
Patrick
As a reminder, even before we began working together on unification, the RSD and OPSB have been working in collaboration since 2014 on joint initiatives to serve the highest needs students in the city
This work has been made possible by Harrah’s funding
We’re very proud of the work being done by the Therapeutic Day Program and the Youth Opportunity Center
In April earlier in 2016, we provided an overview about these two programs
Today, we’ll update you on progress that these programs made during the school year

13. Priority: Therapeutic Day Program
Patrick

14. New Orleans Therapeutic Day Program
The New Orleans Therapeutic Day Program (NOTDP) serves students with the most severe behavioral health disabilities (i.e. explosive and/or aggressive behavior toward self or others, extreme depression or withdrawal)
The school year is the second full year of operation for the NOTDP
Schools refer students to the NOTDP and they are evaluated to see if NOTDP is the right setting. Students attend the NOTDP for 9-12 months, with the goal of successfully transitioning back to their home schools
The NOTDP partners with Tulane University to provide medical and clinical services to students
The NOTDP is located at New Orleans Center for Creative Arts and serves up to 20 students at a time in grades K-8
Patrick
We want to begin by providing an overview of the program
There is not another setting in Orleans Parish that provides the same type of services in one setting

15. Instructional Supports
The NOTDP combines academic instruction with medical and therapeutic services
NOTDP is committed to ensuring students receive all of the supports they need to be successful.
Medical Supports
Complete psychiatric evaluation
Medication management and monitoring
Managed by certified psychiatrist
Therapeutic Supports
Daily group therapy + socio-emotional learning
Weekly individual + family therapy
Enrichment & Community-based field experiences
Managed by clinical psychologist
Instructional Supports
Small classrooms
Flexible instruction through individualized and blended learning
Patrick
What makes the NOTDP unique and effective is the combination of all three of these types of supports in one setting
We partner with Tulane to provide medical (with a child psychiatrist) and therapeutic supports (with a child psychologist)

16. NOTDP: 2015-2016 School Year Impact
The NOTDP received 36 referrals and served 17 students during the school year.
89% of sending schools reported that they were satisfied with the NOTDP’s work
Patrick
Our capacity is to serve 20 students at a time; in , since it was the first full year of operation, we started accepting students in October of 2015, and served 17 students. Given last year was the first year of operation, we are confident we will fill all 20 seats this year.
We also saw that several students needed a more intensive setting than what a therapeutic day program can provide. There are additional settings needed in our city to serve students who need even more than what the NOTDP can provide.
The NOTDP invests a lot of time in working with partner schools since the ultimate goal is for students to be able to transition back to their sending school and be successful. The work the NOTDP does with sending schools is reflected in the high satisfaction level from sending schools
Currently, there are 12 students at the NOTDP but several referrals in process that will likely result in reaching toward the capacity of 20 students at a time
The NOTDP has transitioned one student successfully back to the sending school and is preparing for the transition of additional students
These transitions are tightly managed to ensure that the transition is a success: a staff member from NOTDP continues to be involved for about two months post-transition, and the transition is made gradually (for example, a student might spend one day a week at the sending school and the rest of the week at the NOTDP, then increasing the amount of days spent at the sending school)

17. NOTDP: 2015-2016 School Year Impact
Patrick
Many students at the NOTDP had experienced multiple hospitalizations as a result of their behavioral health disabilities
Hospitalization is not the ideal treatment, both because it is a short-term intervention that usually doesn’t have lasting effects for the student, and because it is a very costly intervention
This graph shows that the average number of hospitalizations decreased for students at the NOTDP
This is quite a significant decrease, and shows that the students at NOTDP are really making progress

18. Priority: Youth Opportunity Center
Patrick

19. Youth Opportunity Center
The Youth Opportunity Center (YOC) began as a pilot in and grew to serve all schools in Orleans Parish in
The YOC serves as the citywide safety net for students at risk of disengaging from and dropping out of school.
The YOC's role is to connect those students and families to the services they need to be successful in school, acting as the link between schools, families, and social service agencies.
Patrick
First, we want to start with some background information about the YOC and its purpose
This past school year was the first year the YOC served all schools in Orleans Parish
The YOC serves a unique purpose in the city, connecting students and families to the services they need to be successful in schools

20. Youth Opportunity Center Functions
The YOC has three functions:
Case managers work with the highest-needs cases to address complex barriers to school attendance.
Court liaisons ensure that students who are court- involved stay in school.
A truancy drop-off site is available for NOPD to drop off truant students picked up during the school day.
Patrick
Through these three functions, the YOC addresses the extremely complex barriers to school attendance
In the next several slides, I will provide more detail about each of these functions

21. Case Managers
The YOC has 6 case managers who are licensed social workers.
These case managers:
Work on 20 cases at a time
Spend an average of 3-5 hours per week on an open case
Provide a service to students and schools that schools do not have the capacity to take on
Patrick
Our case managers work very hard and do not have excess capacity at this time.
A school would not have the capacity to provide this much time to a single case in the way that the YOC does.

22. Court Liaisons
One municipal court liaison connects with all students and families appearing in municipal court to help improve attendance. The municipal court liaison connects families to resources, facilitates communication between families and the courts, and provides supportive counseling to families.
One juvenile court liaison ensures that every child coming through juvenile court gets reconnected to school.
Patrick
We have 2 court liaisons. One works with the municipal courts and one works with the juvenile court.
Our municipal court liaison connects with families and students who are coming through the court for truancy.
The municipal court liaison provides case management and resources to students coming through the court.
One juvenile court liaison serves the same function for youth in juvenile court.

23. Truancy Drop-Off
All students picked up by the New Orleans Police Department for truancy should be dropped off at the YOC. Case managers evaluate the reasons for the student’s truancy and connect with the family and school on the appropriate next steps.
The YOC Truancy Officer provides education to schools and community members to help prevent and address truancy.
Patrick
The YOC also serves as the truancy drop-off point for the city. Someone is always on site to work with any student that may be dropped off by the NOPD.

24. Referrals during the 2015-2016 school year
The YOC receives referrals from a variety of sources. The YOC evaluates every referral and takes on only the highest-need cases.
Referral Gateway
Number of referrals received during school year
Truancy Drop Off 37
Re-Entry from Secure Care 30
Re-Entry from Hospitalization 3
Municipal Court
545
Juvenile Court
172
Student Hearing Office 39
School Referral for Mental Health 84
EnrollNOLA
846
Patrick
This is updated data to share with you about how many referrals the YOC received throughout the entire school year.
As you can see, demand for YOC services is high.
The YOC evaluates every referral and takes on only the highest-need cases.
The EnrollNOLA number is very high; these are often situations that require only a “quick connect” from a YOC staff member to connect a family back to school, and do not require intensive services.

25. YOC: 2015-2016 School Year Impact
During the school year:
150 students received intensive case management services
545 students received YOC services through municipal court
172 students received YOC services through juvenile court
1,024 students received YOC “quick connect” services
Patrick
The YOC had a strong impact during the school year, the first year that it served all schools in Orleans
Later this year, we look forward to sharing an update on student impact for the school year
“Quick connect” means that intensive case management was not necessary; a YOC staff member was able to quickly facilitate a connection to a school or service

26. YOC: 2015-2016 School Year Impact
99% of parents reported satisfaction with YOC services
“My son has improved so much…I am now on the path that I should be.” – Parent of third grader
96% of schools reported satisfaction with YOC services
“There was a true partnership between YOC and the school…it was a great experience because the case manager was really an advocate for the kids.” – School Administrator
Patrick
Another way we measure progress is to look at our work with our families and schools
Both groups report nearly 100% satisfaction with their experiences working with the YOC
The YOC gathers feedback like this through surveys, and these two quotes came directly from partners that we worked with
The YOC will continue to gather partner feedback during the school year

27. RSD Priorities
Patrick

28. RSD Priorities
The RSD intends to continue using a portion of Harrah’s dollars to support the following priorities:
Career Readiness (Jump Start)
Jump Start is Louisiana’s innovative career education program that allows students to graduate with an industry-valued credential for a high-wage career.
During the school year, RSD partnered with YouthForce NOLA to support 23 high schools in New Orleans to select and plan for implementing 13 distinct pathways, including Skilled Crafts, Digital Media, and Health Science.
During the school year, the RSD will partner with YouthForce NOLA to:
Expand a pilot of five high schools and Delgado Community College that leads to students earning a credential
Build out Skilled Crafts, Digital Media, and Health Science health science pathways for students at 23 high schools
The RSD will use Harrah’s dollars to fund staff who will lead this work.
Facilities
The RSD will continue using a portion of Harrah’s funding for capital replacement and emergency repair at RSD facilities.
Patrick
With the additional dollars that the RSD will receive from this disbursement of funds to focus on other priorities outside of the NOTDP and YOC, we are going to continue to focus on two things: Career Readiness (Jump Start) and Facilities. This is the continuation of the priorities we shared with you in April of 2016.
Career Readiness (Jump Start) is one of several initiatives at the RSD to focus on Equity in our system.
In the past, RSD has focused on several other Equity initiatives – Early Childhood and Behavioral Health -- in addition to Career Readiness (Jump Start).
We are pleased by the progress we have been able to make against all of our Equity priorities: Early childhood, Behavioral health and Career Readiness
In early childhood, we helped submit a coordinated funding request that resulted in BESE approving additional free Pre-K 4 seats, which expands access that low-income families have to free and high quality Pre-K
In JumpStart, we worked with partners to support 23 schools to commit to offering 13 different pathways that will lead to credentials in high-wage industries
In behavioral health, we connected schools to organizations that want to provide enhanced services directly in partnership with schools, and 8 schools are working as part of a pilot this year
We will continue working on all of these priorities, but will focus the funding from this disbursement primarily on Career Readiness (Jump Start)
Now that schools have selected and planned for their pathways, our focus during the rest of the school year is making sure that schools are implementing these pathways. We are doing this in partnership with YouthForce NOLA. Additionally, we are working to expand a pilot of five high schools working with Delgado Community College to help students earn a credential
These are all pathways that will lead to students earning a credential that positions them for a job in a high-wage industry.
Facilities: The RSD will continue using a small portion of the Harrah’s funding for needed repairs that arise at RSD facilities.
Early Childhood
Identify funding for additional early childhood seats and ensure those funds are supporting high-quality programming
Continue to run coordinated enrollment for publicly funded early childhood programs
Behavioral Health
Work with partners to ensure students have increased access to behavioral health services
Provide guidance to schools on attaining resources to fund additional behavioral health staff

29. OPSB Priorities
Colleston

30. OPSB Priorities Projects Completed with Harrah’s Funds
2007 – Science Lab Repairs- $9,040
2009 – Windows Design - $317,110
2014 – Door Hardware - $39,902
2016 – Maintenance –$2,312,508
Kitchen Refurbishment
Interior Painting
Restroom Renovation
Fire Alarm System
Selected Flooring and Door Replacement
Replace Plumbing Under Building
Selective HVAC System Fan Coil Unit Installation
Proposed Project with Harrah’s Funds
Phased Renovation – Exterior Building Envelope Stabilization
Colleston
OPSB Harrah’s funds have been used to offset costs of the Eleanor McMain Secondary School structural stabilization.
Previous Harrah’s funds have allowed OPSB to repair and upgrade a number of internal aspects of McMain that were very much needed. The most recent significantly funded project was the maintenance upgrade, just recently completed, costing just over $2.3 million.
There are no active projects with McMain.
Future projects with Harrah’s funds will be to fund the complete renovation of McMain, with focus on the stabilization of the exterior building.
Proposing to continue using Harrah’s funds to supplement costs of full McMain renovations.

31. SFMP Update
Patrick

32. 2016 SFMP Progress Update Students Projects
Progress in creating seats for ~55,382 students in a new, renovated, or refurbished building
35,274 Seats
Completed
(65%)
35,274 Seats
Completed
(65%)
12,179 Seats
Under Construction
(22%)
4,141 Seats
In Design
(5%)
3,788 Seats
Upcoming
(8%)
12,179 Seats
Under Construction
(21%)
4,141 Seats
In Design
(6%)
3,788 Seats
Upcoming
(8%)
92% of seats completed or underway
Projects
This is a combined RSD/OPSB progress
Progress in completing 80 new building, renovation, and refurbishment projects as listed in 2014 Recovery Plan.
52 Projects
Completed
(65%)
52 Projects
Completed
(65%)
17 Projects
Under Construction
(21%)
17 Projects
Under Construction
(21%)
5 Projects
In Design
(6%)
5 Projects
In Design
(6%)
6 Projects
Upcoming
(8%)
6 Projects
Upcoming
(8%)
92% of projects completed or underway

33. SFMP Project Map
Progress by geography, we have touch just about every building, these projects have been completed or in process. The red dots represent elementary schools, the blue dots represent high schools remaining in the RSD portfolio of construction projects. These will proceed once we finalized the FEMA Arbitration for remaining insurance.

34. Buildings Opened August 2016
George Washington Carver High School
Sophie B. Wright High School
Martin Luther King Jr. High School
Sherwood Forest Elementary School
Paul C. Habans Elementary School
Roughly 625,000 square feet of new/renovated space
Science Labs, Auditorium, Blackbox Theater, Convocation Center, Gymnasiums, Media Centers
This represents what we opened this pass fall.

35. Enroll NOLA Update
Colleston

36. Enrollment Recap
Last year, EnrollNOLA received over 12,000 valid applications across all grade levels infant to twelve.
96% of rising 9th graders submitted Main Round applications
72% of families who applied to ECE programs verified eligibility
K-12: 99% of all applicants who listed 5+ choices were matched to a school on their application
Kindergarten: 95% of applicants were matched to a preferred program (92% to one of top 3 choices)
Grade 9: 87% of applicants were matched to a preferred program (79% to one of their top 3 choices)
ECE: 86% of eligible Pre-K 3 and Pre-K 4 applicants were assigned to one of their application choices
96% of siblings applying to join their brother/sister were matched to their sibling’s school
Colleston

37. Upcoming 2017-2018 OneApp Process
OneApp Main Round Opens on November 1
New and improved EnrollNOLA.org
Expanded school profiles
Ability to filter for schools that meet pre-defined criteria
Easy to navigate FAQs and animations
Updates to the on-line OneApp application to make it even more mobile-friendly
New geographic zones that align to zip codes
Families will be able to easily determine the nearby schools to which they receive geographic priority
Families will receive priority to all of the schools located within their zone
Geographic zones:
- The original geographic zones were created in 2012 as part of the launch of OneApp. They were based on the 13 Master Planning Districts.
- We met with school and community representatives in the spring to discuss the geographic zones and how we could make improvements. The group agreed on the following values for new zones: (1) They should be easy for families to understand, (2) Each zone should contain a variety of schools, (3) Zones should reflect the economic and racial diversity of the city.
The group recommended alignment with zip codes because those are easy for families to understand
There are now 7 zones (where there used to be 6) because New Orleans East has been split into 2 zones

38. Budget
Patrick

39. Budget Focus Area Amount Joint Therapeutic Day Program $512,500
Youth Opportunity Center
RSD
Career Readiness
$117,000
Capital and Emergency Facility Needs
OPSB
McMain Renovations
$91,000
TOTAL
$1,350,000
Patrick
This budget mirrors the budget presented in April and represents the continued importance of all of these priorities.