Photos by Susie Fitzhugh

School Board Retreat

Priorities Discussion Document
This presentation provides an overview of the major initiatives the district planned to
undertake in the next nine months. To ensure appropriate attention and support can be
devoted to the important and complex bell time analysis work, we have also identified the
previously planned initiatives that could be displaced (delayed, reduced in scope, or
cancelled) while allowing us to maintain core operations and compliance.

Each departments initiatives are divided by category:
Strategic Plan/Governance Priorities:
Initiatives needed to support the goals of the Strategic Plan or 2013-14 Governance Priorities
2013-14 Operations:
Initiatives needed to support the districts day-to-day operations
2014-15 Planning:
Initiatives that prepare the district for the 2014-15 school year

The following two slides Key: Alignment Column and Key: Complexity and Status
Columns explain the information that will be provided for each initiative.
2
Overview
Three Goals of the Strategic Plan
Goal 1: Ensure Educational Excellence and Equity for Every Student
Goal 2: Improve Systems District wide to Support Academic Outcomes and Meet
Students' Needs
Goal 3: Strengthen School, Family and Community Engagement

Governance Priorities for 2013-14 (from Sept. 2013 Retreat)
1. Implementation of Common Core State Standards (CCSS)
2. Budget Sustainability and Alignment to Strategic Plan
3. Capacity Management & Growth Boundaries
4. *Professional Growth & Evaluation Implementation and alignment to TPEP
5. *Multi-Tiered System of Supports (MTSS)
6. *Equitable Access Framework

* as budget allows

3
Key: Alignment Column
High Complexity:
The work is complicated and/or is dependent on others work
Stakeholder involvement internally requires significant cross-coordination
Stakeholder involvement externally requires significant community engagement

Low Complexity:
Work is self-contained and well-understood; can be addressed independent of other work
dependencies
Internal stakeholder coordination is more focused on awareness rather than consulting and
integrating feedback
External stakeholder engagement is light or focused exclusively on a single or very few
constituents

Status definitions
Red: Dates or success significantly at risk, immediate attention needed or initial
planning not completed
Yellow: Interim milestones missed but work remains on track, more of a warning
Green: Effort is on track, expected achievement of milestones, no foreseen issues
Bell: This effort has been identified as one that will be impacted by Bell Time analysis

( Two bells indicates a very high level of impact or cancelled initiative)
Y
G
R
4
Key: Complexity & Status Columns
Teaching & Learning
Strategic Plan and Governance Priorities





What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Multi-Tier
Systems of Support (MTSS)
S. Heath Medium to High
1 5
Teacher Principal Evaluation
Program
M. Garmoe Medium 2 4
Special Education C-CAP
Z. McWilliams High 1
Special Education Access
Model
Z. McWilliams High 1
Common Core State Standards
(CCSS)
S. Heath High 1 1
Professional Growth and
Evaluation (PG&E)
M. Garmoe Medium 2 4
Y
G
Y
G
5
G
Y
Teaching & Learning
2013 14 Operations
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Weighted Staffing Standards (WSS)
M. Tolley High 2 2
Math Textbook Adoption
S. Heath High
1
Intervention Schools
M. Tolley Medium to High
1
Advanced Learning Task Force
S. Heath Medium to High
1 1
Assessment Framework
E. Anderson Medium to High
1
1000 / 1080 Instruction Hours Requirement
S. Heath Medium 1
Graduation Requirements
S. Heath Medium 1
District Support Teams
TLLT Medium 2
Principal Support
TLLT Medium 2
Executive Director of Schools Regional Support
TLLT Medium 2
Student Info Systems (SIS)/Power Schools
M. Tolley Low 2
Indian Heritage
G. Morris Low 1
Creative Approach Schools
S. Heath Low
Massive open online course (MOOC) ELL
V. Gallardo High 1 Complete
G
G
Y
Y
G
G
G
6
G
G
G
G
Y
Y
Deputy Superintendent
Strategic Plan and Governance Priorities





What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Implementation plan for
Strategic Plan
C. Wright High
1,2,3 2
Milestone and Target Setting
Cabinet & Dept
heads
Medium
2 2
Data Prioritization Process
C. Wright/C. Rahm Medium

2 2
Project Prioritization Process
B. Robbins High

2 2
Project Management Rollout
B. Robbins High
2 2
Organizational Culture
Survey
C. Wright High
1
LEAN: Start of School Project
Cross Org Work
Group
High
1,2
7
R
R
R
R
R
R
Y
Deputy Superintendent
8
2013 14 Operations
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Enrollment Process
Improvement Initiative
G. Echeverria

Medium 2,3 2
Technology & Academic
Planning (levy planning)
C. Wright

High 1,2,3 2
Operations Data Dashboard
G. Echeverria Medium 2
Central Office Performance
Management
C. Wright/Asst Supt
for HR
Medium 2
Prep for SEA Negotiations
C. Wright/Asst.
Supt for HR & Dir
of Employee &
Labor Relations
High 1,2,3 2
Develop budget process
aligned to Strategic Plan
C. Wright/ K.
Gotsch/ L. Sebring
High 2 2
Socio-Emotional Supports
plan
C. Wright/M.
Tolley/ P. McEvoy
High 1,2,3 1,2
Vision/Plan for Support Every
Student Student Personas

C. Wright/M.
Tolley/ P. McEvoy

High 1,2,3 1,2 R
R
R
R
R
R
R
R
Department of Technology
9
2013 14 Operations
2014 15 Planning
Strategic Plan and Governance Priorities




Details to follow
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
PowerSchool:
Upgrades/Operations
C. Rahm/M. Tolley
N. Petersen
High 1, 2 and 3 All
Master Schedule N. Petersen High 1 and 2 3
Year end processing N. Petersen High 1 and 2 n/a
DoTS Hiring
C. Rahm Low
(Dependent on salary equity analysis)
1, 2 and 3 n/a
SAP Improvements
J. Bradley Medium to High 2 2,3
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Improve support for data-
driven decisions
C. Rahm &
N. Petersen
Medium to High
1, 2 and 3 All
Support Smarter Balanced
Assessment Impl.
C. Rahm & C.
Halvorson
Medium to High
1 and 2 1
Wireless Implementation A. Murdock High
1 and 2 1,3,6
Y
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
*Support 1080 imply. TBD Medium to High 1 and 2 n/a TBD
DoTs Strategic Plan
C. Rahm Medium 1, 2 and 3 All

T&L Tech Vision
C. Rahm Medium 1,2 and 3 All
Y
Y
Y
Y
Y
Y
Y
Y
Y
Policy, Board Relations & Special Projects
Strategic Plan and Governance Priorities




Details to follow
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Phase II 2014 Policies
E. Bennett Medium to High 1, 2, 3 1-6
Board Retreats
Exec Cte, E.
Bennett, T. Hale
Low to Medium 1, 2, 3 1-6
Government Relations
C. Wright Medium to High 1, 2, 3 1-6
Y
G
10
2013 14 Operations
2014 15 Planning
Initiative/Priority
Project
Lead(s)
Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Policy Maintenance
and Updates
E. Bennett, T.
Hale
Medium 1, 2, 3 1-6
Superintendent Evaluation
Board &
Superintendent
Medium 1, 2, 3 1-6
Board Self Evaluation
Board Medium 1, 2, 3 1-6
Board Prof. Dev/Training
T. Hale Medium
Initiative/Priority
Project
Lead(s)
Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Master 2014-15 Board
Calendar/ Cte workplans
T. Hale Medium
Start of School C. Wright High 2 3, 6
G
Y
G
G
G
Y
G
Strategic Planning & Partnerships
Strategic Plan and Governance Priorities




Details to follow
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Race to the Top

C. Codd High 1 4
Design/implement principal
balanced scorecard

E. Anderson Medium 1 4
Online evaluation
C. Codd High 4
Align School Performance
Framework to the Strategic
Plan
E. Anderson

Medium

2
HR Redesign (USHCA)
C. Codd High 1, 2 4
Design Human Capital Data
Systems
B. Gabele Medium to High 1 4
Seattle Teacher Residency

C. Codd Medium to High 1 4
Strategic Partnerships
C. Codd Medium to High 3
Community Based
Partnerships Alignment and
Asset Mapping
C. Campbell High 3 6
Fund Development

(new position) Medium 2 2
G
G
G
R
Y
11
G
Y
Y
Y
Y
2013 14 Operations
Strategic Planning and Partnerships
12
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Implementation of CBO Data Access Framework

C. Campbell Medium to High 3 6
Operations Data Dashboard
N. Turner Medium 2
District Academic Scorecard
E. Anderson High 2
District Annual Report
E. Anderson Medium 2
School Reports
E. Anderson Medium 2
Roster Verification
N. Turner Medium 1 4
Student Growth Measures
E. Anderson High 1 4
Y
G
G
G
G
G
G
2013 14 Operations
Business & Finance
Strategic Plan and Governance Priorities




What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Create Annual Sustainable Budgets
Gotsch/Sebring Medium to High 2 All
Prepare Five-Years Financial Projections
Gotsch/Sebring Medium to High 2 All
Y
G
13
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Implement Service Based C.O. Budget Process Wright/Gotsch High 2 2
Budget: Weighted Staffing Standards Tolley/Gotsch Medium to High 2 2
Align current grant funds/ cultivate new income Gotsch/Corrigan Medium to High 1,2,3 All
Evaluate new SAO audit standard Gotsch/Technow Low 2 2
Insure all audit findings resolved
Gotsch/Technow Medium 2 2
Implement Enterprise Risk Management Plan Gotsch/Staudt Medium 2 2
Assess business systems improvements
Gotsch/Rahm High 2 2
Complete implement Council of Great City
Schools Financial & Operational KPIs
Gotsch/McEvoy/
Apostle/ Herndon
Medium 2 2
Update capital financing plan for FY15 to FY18
Gotsch/Herndon Medium 2 All
Manage Audit Responses Gotsch/Medina Medium 2 2
Capital finance: BEX IV Monthly Reporting
Herndon/Gotsch Medium 1, 3 1, 5
G
G
G
G
G
G
G
G
G
Y
G
Business & Finance
14
2014 15 Planning
Initiative/Priority
Project
Lead(s)
Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Improve internal controls Gotsch/Medina
Senior executives, department heads and
principals: Implement audit findings AND
proactive control improvements
2 2
Build sustainable budgets Gotsch/Sebring
Senior exes maintain fiscal discipline and
alignment with strategic plan
2 all
Service Based CO Budgets
Phase 2
Wright/Gotsch Senior leadership build on success of year 1 2 all
Implement five year
financial Projections
Gotsch/Sebring
Budget Dept. Begin building long range financial
model
2 all
Strengthen and enhance
grant procurement and
fund development efforts
Gotsch/Corrigan
Grants and Fiscal Compliance Dept; Senior
Leadership; Program Managers; Principals
Determine needs; Develop fund acquisition plan;
Research alternative fund sources.
1, 2, 3 1, 2, 4, 5, 6
Address Non-GAAP audit
standard
Gotsch/Technow
Accounting Determine ability to implement
GAAP based accounting
2 2,
Resolve audit findings Gotsch/Technow
Senior executives, department heads and
principals: Continue tone from the top priority to
resolve audit findings
2 2
Enterprise Risk
Management Year 2
Gotsch/Staudt
District wide leadership: Continue support for
assessing, evaluating and monitoring risk
2 2
Evaluate business systems
enhancements
Gotsch/Rahm
Districtwide - Critical business system needs
systematically addressed
2 2
CGCS Finance &
Operations KPIs
Cabinet
Financial and operational departments: Update
and monitor KPIs
2 2
Capital Finance Plan Gotsch/Herndon Address facility and technology funding shortfalls 2 all
G
G
Y
G
Y
G
Y
G
G
G
G
Operations
15
2013 14 Operations
Strategic Plan and Governance Priorities




Details to follow
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Use of Force Law and
Policy Update
P. Sander/McEvoy Medium to High 2,3 2, 5
Athletics E. McCurdy/McEvoy Medium to High 2,3 2, 5
Transportation B. Westgard/McEvoy Medium to High 2 2
Media Operations Center J. Simon/McEvoy Low to Medium 2,3 2, 4
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
OCR
Reduction in Discipline
P. Sander/McEvoy Medium to High 2,3 2, 5
Coordinated School Health
Service Model Dev
P.Sander/McEvoy Medium to High 2,3

2, 5
Emergency Management
Plans
L. Dorsey/McEvoy Medium to High 3 2
Y
Y
Y
Y
Y
G
G
Human Resources
2013 14 Operations
Strategic Plan and Governance Priorities




Initiative/Priority Project Lead(s) Stakeholders & Work Strategic Goals Govce Priorities Status
Assign HR Analysts P. Apostle/Dana Low 2 2
Neogov Automated Onboarding P. Apostle/Dan/Nate Medium to High 2 2
Offer a minimum 75 contingency contracts P. Apostle/Nate Medium 2 2
Annual staff retention reports to each school P. Apostle/Dana/Nate Medium 2 2
Real time vacancy tracking P. Apostle/Dana Low 2 2
Completed CBA negotiations with Labor Partners P. Apostle/Terry High 2 2
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Accelerate timeline for teacher hiring by Principals P. Apostle/Dana Low to Medium 2 2
Professional Growth and Evaluation (PG&E) P. Apostle/Terry Medium to High 2 2, 4
HR Redesign Urban Schools Human Capital
Academy (USHCA)
C. Codd High 1, 2 4
16
2014 15 Planning
Initiative/Priority Project Lead(s)
Stakeholders
& Work
Strategic
Goals
Govce
Priorities
Status
Initiate CBA negotiations w/Labor Partners for SY 2015-16 Assistant Supt HR/Dir. Empl. & Labor Rel High 2 2
Online performance evaluation pilot Assistant Supt HR/Dir. Empl. & Labor Rel. High 2 2
Year 2 of USHCA implementation Assistant Supt HR/Dept. Leadership/C. Codd High 1, 2 4
Onboarding: enhance orientation for all employees &
integrate NeoGov & SAP systems
Assistant Supt HR/Dept. Leadership High 1, 2 2
Map out & streamline the PCR process Assistant Supt HR/Dept. Leadership High 1, 2 2
Implement district wide substitute recruitment and
deployment strategy
Assistant Supt HR/Dept. Leadership High 1, 2 2
G
G
G
G
Y
Y
Y
Y
Y
Y
Y
Y
Y
G
R
Capital, Facilities and Enrollment Planning
17
2013 14 Operations
2014 15 Planning
Strategic Plan and Governance Priorities





Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Filling Vacancy: Mgr of
Enrollment Planning
F. Herndon

Low 2 3
Filling Vacancy:
Demographer
F. Herndon Low 2 3 Complete
Filling Vacancy:
Director of Capital
F. Herndon Low 2 3 Complete
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Identify and Place Programs F. Herndon Medium to High 2, 3 3
BEX Implementation F. Herndon Medium to High 2 2
G
Initiative/Priority
Project
Lead(s)
Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
ID & analyze supply &
demand space needs
F. Herndon Medium to Low 2 3
Analyze Impact of Pre-K
before & after care, Class
size reduction
F. Herndon High 2, 3 3
Y
G
Y
G
Communications
18
2013 14 Operations
2014 15 Planning
Strategic Plan and Governance Priorities




Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Common Core/Smarter
Balanced Assessment
communications
S. Heath High

3 1
Math adoption
communications
S. Heath High 3
Bell Times
communications
L. Rogers High 3 TBD
Budget & Audit response
communications
L. Rogers Medium 3 TBD
BEX IV progress
communications
L. Rogers Medium 3
What Who Complexity of Effort Alignment?
Initiative/Priority Project Lead(s) Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Strategic Plan
communications
L. Rogers Medium All
Initiative/Priority
Project
Lead(s)
Stakeholders & Work
Strategic
Goals
Govce
Priorities
Status
Start of School
L. Rogers Medium 3
G
G
G
Y
Y
Estimated Impacts of Bell Time Analysis
(Projects and Baseline work)

19
Strategic Initiative Impact: Analysis work will impact 15 strategic plan initiatives and
11 Governance priorities initiatives (reduced in scope, cancelled or delayed)

Staff and Departments impacted: 19 central office work groups out of 9
departments will be impacted; up to 65 individual staff would be involved in the
analysis.

Net effort: The net workload impact of the bell time analysis work for the next 9
months is estimated to be the equivalent of up to 6* full-time, dedicated staff.

Impact to baseline work: 8 out of 9 departments expect an impact to their baseline
operational work including cancellation or delay in other work to compensate for
analysis work.

Impact to management quality and availability: As managers attention is further
divided with an additional, large and complex initiative, the quality of their oversight
and staff management will likely be impacted.

* Impact will be greater over the entire 15 month period, this estimate focuses on the 9 month view of
work. The time to actually implement any changes to bell times are NOT included in this number; time to
implement would be estimated as part of the analysis work. Estimates were developed by each
department identifying a range of likely impact to baseline or project work where it could be quantified.


Bell time analysis impacts, continued
Key known impacts:
Decreased support for level 1 schools
Decreased direct support for Principals and Executive Directors
Potentially multiplied analysis workload for schedule-based initiatives
(such as 1080)

Additional potential impacts : As the analysis proceeds, we may discover
new areas needing further analysis or additional costs/impacts due related
to options available. Some examples may include: Unanticipated impact on
elementary students sleep, Safety impacts, Ripple effect on child care
providers, Unique impacts on Sped students of schedule changes, Labor
negotiations

Cost of potential outsourcing to reduce staff impacts:
Project Manager (15 months = $285,000 contract or $188,000 FTE)
Outside polling firm to conduct research ($20,000-$30,000)
Business Analyst staff to synthesize and document findings (15 months =
$234,000 contract or $141,000 FTE)

20
Conclusion
This presentation is aimed at outlining our current priorities and the
impact of potentially undertaking the bell time analysis work.

Specifically, it is intended to provide the Board sufficient information to:

1. Decide whether or not to pursue the analysis of changing bell
times within the proposed timeline.
2. Decide what existing work would be delayed, decreased or
cancelled to allow appropriate attention to the proposed bell time
analysis work, if pursued.


Please note, the information provided represents the best initial estimates of staff involved.
This is an early estimate and initial work was done without the benefit of the recently created
Project Management office (which is currently being rolled out). Because of these factors,
there is a possibility that not all impacts were captured we will keep the board updated if
the projection changes significantly.

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