Transforming change and refocus on the basics

Begin by placing a greater emphasis on the correlation between education dollars and outcomes. Policymakers have tended to focus too much on inputs without paying enough attention to efficiency, or to ensuring that educational dollars are delivering value and students gap improvements. . Politicians often point to their generous funding as proof of their commitment to education, rather than highlighting results boosting reforms. The November Levy failure was a clear wide spread signal of frustration with the status quo. With high unemployment and deep economic uncertainty for a backdrop, voters sent a crystal-clear message for no a tax levy. The voting rate was up from the last levy ballot . Focus on the basics, especially jobs property taxes and economic prosperity. Keep your promises. Citizens want to see and understand the need for accountable spending in education to be smaller, more modest in its ambitions and more competent in its implementation in maintaining the district schools of excellence. The big gap is how the district has been operating for the past 5 years without a levy increase. . Do more with les is the community campaign cry and future pledges for no more levies until spending accountabilities are adopted by the school board; Where reduce costs has stop bussing, (a perceived threat carried out by the school board to force parent and property tax payer to vote affirmative for the school levy. The Anti-levy lobbyists want to make the district and government do more with less and efficiently with effective best practices to show the community that what is valued are taken seriously. As a responsible measure away for the bad practices current members of th school will have to pursue community support for broader methods of change by: : 1. Cut costs, reshape expectations for students services and rebuild public trust and faith in their abilities to accountable spending 2. Generate community engagement and open transparency at all levels of the districts operations 3. Lay down the real ground work for school academics, cultural proficiency and extracurricular programs 4. Lay the groundwork for student improvements and Gap closing 5. Transform such policy areas that is vague in the policy intent to now be inclusive for all students 6. Transform such budget policy areas weigh heavily on family services 7. Ensure that the districts operation are more innovative, more technologically proficient and more attuned to emerging needs for all students 8. Effectively execute a bold model for spending reforms without increased across the board for pay to play programs for students

The Process and procedures for transforming the way the district thinks are in the designs and strategic planning which will assist policymakers, advocates, educators, and administrative implementers what should be considered, pursue, and discussed at the round table for advancing improvements and best practice methods of changes. First, they should look inside the classrooms and the current dollar spent on education that utilized for non-instructional purposes. Adopt cost-saving approaches for shared services across school districts. In the very near future develop consortium arrangements with nearby school districts, to see what if any, how they are successful with their school districts entities on shared services across a range of functions from transportation and food service to facilities and real estate. What recommendations or Legislature mandate are the services model for districts and what was simply done to urges legislative changes for promoting shared services for school districts. Like municipalities share services on: water, wastewater programs, natural gas purchases electricity, equipment, services and supplies .Pooling purchasing power can yield substantial savings for school districts and their partners by reducing operating expenses through shared purchase orders, One of the more controversial cost-savings reforms: Consolidating school districts. Maine consolidated 260 school districts into 80, saving $36.5 million. Meanwhile, a Mississippi task force found the state could save roughly $13 million annually by consolidating 18 school districts. Critics of this approach note that some of the most troubled districts in the nation are the largest.. Partnerships models with local businesses and non-profit and faith based organizations can help school districts tap into school funding needs too. By partnering with Microsoft, Goggles, Cincinnati Bell Technologies Solutions, P&G, Banks and other industry. These education partnerships offer the schools based computing, wireless access on the school campus, and in every room with the ability to transition e-mail, calendars, online documents, video conferencing and website creation to Google's Apps for Education services

The future of eBooks and eTextbooks is coming fast for possible on-line low-cost computing technologies, with a netbooks and broadband, presents opportunities for the schools to save money by switching to eTextbooks.. By transitioning to online textbooks, the school district can improve digital knowledge to encourage students' to participate in virtual 21st educational and cultural learning reducing the cost of textbooks. Education will rightly remain a top public priority during these tight budget times. But pressure to find cost savings will put education under greater scrutiny. The good news is that opportunities exist to change business practices to improve efficiency, reduce costs and limit educational spending without negatively impacting students learning environment

Transforming change and refocus on the basics

Cost Reduction the school board must begin cutting costs and streamlining spending for operating within its means. As it has done since 2008 Improving Schools Competitiveness Principals must be in line with the step for consistency is education learning steps from one grade to the next. Use their educational talent and real experiences must be a committed investment for the changes required for Professional Development, instructional, and cultural competency Promote community partnerships throughout the district, as parents and family advocates . Understand and participate in such changes as to determined the district direction for moving beyond these economic hard times by creating a learning safe environment that reenergized all students vitalities for learning. Be an engaging partner with all stakeholders for inclusion for meeting the challenges by remaining committed to the fiscal responsibilities for seeking community involvement in-decisions making with non-intrusive or cohersive act from the district leadership Principals should focus on a competitiveness booster to recognized performing staffers for revitalizing our educational infrastructure by pursuing radical education reform and reinventing classroom teaching methods for student educational development Review and Transform those non-student service areas that weigh heavily on budgetary spending. .By making these targets more effective and streamlined to save more money Overhauling Spending Operations by making the Coalition Council more innovative, more technologically proficient, and more attuned to emerging needs for building and regaining support and public trust, while also addressing the new challenges of the 21st century student cultural learning and preparedness

Moving Forward for Getting It Done Ideas, collaboration, consensus, results and success
To succeed, the collaboration and mix of community, business and other stakeholders and district leaders must be able to transform ideas into initiatives, ensure a strong implementation with best practices and procedures for achieving improved results. A consensus form transform those ideas with the tools for transforming the district and advice other members of the community what is being done and how it will get done..

Closing Instructional and infrastructure gaps in Education

Collaboration, community engagement and professional experienced in educational methods are what is needed to bring the infrastructure operational process up to an understanding of what it takes to help close educational gaps in students learning. The district need to consider as a matter of normal course to engage the private sector in transforming the existing financial assets, technologies, service provisions and professional development of an all learners program across the school district. All stakeholders are welcome to share diverse views and participate for: Academic Excellence, Fiscal responsibility< Accountability, Transparency, and High Level Strategic Leadership Have a comprehensive assessment of the districts infrastructure needs Has a case sample of success presented to the public on the importance of infrastructure spending and student achievement where the state awarded competency Review the short-term, medium-term and long-term strategy for funding/financing the districts infrastructure operations needs Through transparency and public announcements regain the support for financing as on of the Coalition Councils highest priority related to student achievement, professional development, 21st centure cultural learning and preparedness for all students Review any unused federal obligations or credits to education or time sensitive spending in any funded programs Use the Coalition Council as the best community approaches for acquiring or procuring and assisting with financial funding to educational use this should include a LOI (letter of intent) to business and industry as a traditional method for acquiring funds from the public-private partnerships sectors Use the ideas of experienced business stakeholders to develop and prepare for an ambitious public-private partnerships program Are there any assets that could potentially be turned into financial assets?

21st century education

Quality education is critical to all student preparation for 21st century cultural learning The current education system not well design since funding education has caused school districts to eliminated specialized education of industrial art, skill labor, and business education programs. The majority of students are getting glossed over exposure to secretarial, and performing arts courses and the total elimination of hands-on train like wood shop, auto mechanics courses that were designed to produce workers for high skill jobs. Education reforms and students learning initiatives in the areas of innovation in the classroom, are now the increased focus and emphasis on math and science are paramount for todays student to be engaged in the digital world are essential. : The knowledge to be tough to this highly technical skills for STEM? What professional requirements should educator be proficient in teaching techniques of Science, Technology, Engineering and Math How will educator be evaluate? Will professional development improved? Will students academic performance be tracked after high school? Are there any pilot program for the latest innovative teaching tools to identified and test training impacts? What is the capacity for schools to invest in and deploy new technologies? What has been done to drive more engagement in science, technology, engineering and math (STEM)? Has the technology industry been sufficiently engaged with schools to improve STEM? Where are the examples of effective partnerships between schools and local businesses? Can those types of programs be replicated? What will be the technology budget for the classroom compared to noninstructional services? What instructional and non-instructional services being delivered in schools could be shared? Are there Technology incentives for schools to share with communications services? Can schools reduce costs through joint partnership in technology business agreements? What on-site training can educators get for preparing students for the 21st digital world? Are there any collaborative resources to help cut overall technology cost for students?

5 The Gap problem consist of fiscal gaps between revenue, expenditures, performances and services shortfall. And present the realities of cuts, reductions, layoffs, service structural changes and the needed support of the community funding to bend the cost cutting curve the school district must have to operates systematically. 1. Will there be an open basic agreement to ask community to be responsible in funding the budget problem? 2. What are the current set backs and political environment to overcome hard choices to be made as joint accountabilities? 3. What can be done to make it functioning effectively? 4. Has adequate data results and sharing for programs be made iin an inclusive faction? 5. Are informed decisions about whats working and what isnt being openly discussed? 6. What cost reduction opportunities have already been identified? 7. Will there be an formal process for identifying more? 8. What is the business case for any planned transformations? 9. What can be quickly shown as achievements? 10. How will the district communicate tough choices, progress and successes? 11. Have current pensions and salaries contributions support current financial funding liabilities? 12. What is being done to ensure safe environmental learning, professional development, and layoff freeze 13. Will financial loopholes and past practices cause a spike in more cuts? 14. What other plans are being considered done to reduce costly operational liabilities? 15. Will phasing out retirement, changing retirement age requirements, offer early retirement and lower salaried highly qualified educator be explored?

Responding to reformed needs and intervention processes Community and district responsibilities
Much of the action and implementation will be the joint partnerships of the district and the residents responsibilities to respond to these reforms. The Coalition Council will be responsible for many newly recruitment of residents participation, as well as the request on recommended technology and business process that support the reform programs, as collaborations and partnerships period grows for this unprecedented model where the process are created to responding to reformed needs and intervention for community and district responsibilities to growth on: How the coalition identified all the requirements for responsible and other determined approach to meet the inclusive processes? What unique requirements are needed in implementing beneficial exchanges? Review and create a Partnership of regional, private or nonprofit partners whom can support, adopt, and sponsor partnership implementations Using these partnerships to drive innovative financial support ion in health care Develop criteria for how partners can properly invested in the all infrastructure requirements to deliver Schools of Excellence model supporting reforms Public demonstration on how well the district expenditures are tied to outcomes Document, monitor, and track evidence based, cost-effective on quality Incentivized staff, parents, students, and other stakeholders on the importance of student services and instructional education needs Review or create options available for community and business engagement longterm partnerships in non-institutional settings (take the show on the road) Be able to illustrate why these options are being cut and underfunded for budgetary and educational reasons Create a Partnership education model that allow the working relationship between addressing the unique needs of children, families, district and schools, including those with ELL, ESL, Special Needs Illustrate the creating of a Coalition Council that encourage and enable the inclusionary process for community engagement and participation Show that the Partnership Education Model can do more to encourage others to actively participants for providing a quality education for new student enrollees Coordinating teams effort of educators and patients, improving education in classroom instruction and student services while being accountable for sustaining a community of caring families and children .

Improving educational, instructional and student services Moving toward getting it done
Since the nation financial collapse, flat school funding and other finding cuts The long financial economic downturn failures of levies has increased demand for reducing educational programs, putting more pressures on teachers, administrators, and property tax payers budgets.. School Funding and other stimulus funding has expire, and the cashstrapped states will now only look to find creative ways to reduce the costs associated with delivering educational and instructional services programs, while deregulating school mandates, causing other increased demands on school districts. Flat funding has . Has caused a reduction in instructional staffing levels; support staffs layoffs; including projections in larger classroom sizes; losses in student electives; student club activities; and increased pay to play sport activities. The new school board members need to developed a comprehensive set of metrics for maintaining students services that focus on improving and tracking students outcomes Keep the resident and stakeholders to become knowledgeable and understand how the district plans to make smarter use of some combined programs and services Brought the use for innovated tools that could be used to reduce the administrative costs of instructional and special needs services programs How can you reengineer business processes (e.g. removing duplicative or stovepipe areas) to create more efficient delivery of professional development, instructional and student services Cause the district to demonstrate the need for accountability for funding all students programs that deliver improvements, results and successes Presented innovative strategies to other creative incentive structure around encouraging teachers and invested stakeholder to stay on programs tasks with inventive methods for more student participation and behavioral attitude for learning Will the future visions of the district services for students be considered a part of other communities in a consortium of shared programs and services? If not, why not? If so, what will the plan be to include such a prospective? What will the new vision be?

Being an innovative District Model for Education, Instruction & Students Services
Ever school district of excellence needed to set the bar above the states minimum as an innovative, collaborative, inclusive, and best practices approaches with its community parents, businesses investors, and other involved stakeholders.. . Without a mindset that prizes innovation. The process should be a normal process for progress. Districts are finding out that it will be next to impossible to address the daunting financial issues they face without support from these partners, especially now, during these hard economic financial hard times today. States and local policymakers need redefining the wheres and hows behind operational and professional expenditures. Those reason needs to immediately be a district and community celebration reasoning to the public, with a thank you explanation that will gain these supporters partnership on how and why their funding support is being spent to embrace innovations and accountability spending as a necessary discipline practices. This public documentation begin the healing process for keeping the community informed on those process and best practices around student achievement, improvements and progress of the districts strategic planning and budgetary operations along with building those learning activities requirements for both educators and students. States and local policymakers redefining these strategies along with inclusive approaches and public explanations of accountability spending will give supporters and invested partnership supporters a since of responsibility and self control beliefs that will support: A school district system of accountability, responsibility and those process for fostering funding support spending that embrace innovative accountability operational spending Creative stages of those innovations for progress and improvements around accountability expenditures This invested financial support of accountability will allow the district transparency to begin utilizing a full array of innovative best practice strategies, from cultivating those innovations to be integrated into other instructional, operational activities and academic closing the Gaps for improvements. Support for such an innovative model will be the incentives that will be beneficial for maintain above state level requirements for students progress as more

supporters will consent to those funding initiatives as a district responsibility to assist with those needs in an accountability spending plan 9 This type of powerful innovative model creates an incentive structure that rewards intelligent, partner since of responsibility and not spending risk that penalize tax payers and those invested supporters of the community and businesses partnership supporters This powerful innovative model also creates the extension for a business solicitation network partnerships; that presents adoptions and sponsorship programs as part of the strategies can be used to engage all invested stakeholders; and other citizens, academia, political representation and public and private industries. All necessary for bring the financial support and help for developing, maintaining and sustaining solutions in providing a quality education incentive structure for success This powerful innovative model and incentive structure can reward in public or private those participants in the creative solicitation network partnerships campaign where the success of an accountability systems of responsibility enacted successful innovations for education outside of government support The sue of nearby school district consortiums should be used as a practice to share best practiced and other educational experiences ideas of success The use of real data from the State should be as the districts hallmark from those successes as documented assets of the districts reputation for developing Schools of Excellence with repaired students that are ready from 21st Century Cultural Learning as Academic Achievers The support of such shared public data should be available as part of the digital media distributions and online for public review as a course of practice This type of innovative models and best practices can continue, by engaging the community, businesses and individuals through volunteering, around those innovation programs and incentives that are district and community goals and mission oriented for Being An Innovative School District Model for Education, Instruction & Students Services

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Investments and Voluntary Engagements

The Fiscal financial future of the district and community depends and rest with the collaboration the Whole District and Community Supporters getting the services, operations and instructional spending aspects back on track with clear accountability practices and approaches for responsibilities.. While transformation and reform are the key buzz words that being used to redefined and reshaping the fiscal spending and operation requirements, development those adjustment processes must a open profound shifts to get the word with an inclusion process that engages the community in financial building block that clearly spell out the current and future path for spending, professional development, students achievements, improvement progress and the inclusion of cultural competency. Are we as a cultural developing school district, ready with a competent plan of inclusion strategy designed to capitalize on the demographic and cultural growth as a welcoming community to all? Are we as a school district ready to begin collaborating with those of differencing of opinions for getting the services, operations and instructional spending aspects back on track with clear accountability practices and approaches for responsibilities? What are the inclusion process that will be used to engages the community to be responsible for its; responsibilities in the financial building blocks that clearly spell out the future for spending on innovations around professional development, students achievements progress and the inclusion of cultural competency? What current avenues are being explores to map out the districts financial strengths and weaknesses for success in maintaining and sustaining a equitable and quality education for all students? What are the district current assets? What will be the developing financial roadmap for builds on the current financial strategies? What will be the policy and engagements involving educators, and other business stakeholders be as for fostering secure funding support from these public and private sectors?

What are the priority areas where funding support are immediately in need of help students, and educators can immediately begin the turn around process for growth and improvements? 11 Will the district use collaborative measures to include neighboring schools districts approaches around a consortium shared approaches that are necessary for bring such financial support and successes for developing, maintaining and sustaining solutions in providing a quality education incentive structure for success and academic improvements? What are the community current assessments on those innovated incentive plans to support taxes and operational burden for maintaining the school districts rating and does the plan clearly spell-out those industry partnerships as key contributors alone with those district-wide short-fall funding concerns? Will educators, parents, students, and other stakeholders pledge, volunteer and invest in a collaborative effort for the sustainability of the district academics, activities, cultural competency, and students readiness for 21st Century Learning that are linked with partnership availabilities as sponsors businesses and service providers for students to be exposed to their cultural workforce. Will the school board of education and school superintendent allow a Coalition Council of professionals, parents, educators, consultants, businesses experts, and other invested stakeholders assist and make recommendations as decision makers? Will the schools superintendents engage the community for assistance on policy and other operations decisions the community values, as a school-wide sounding board council?

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Getting It Done Ideas, collaboration, consensus, resulting in success

Creating such policy or adjusting current policy transformation from intent and clear purposes begins the campaign innovative processes around consensus and promises. To succeed in any public funding campaign must begin the structure of success and design from education experiences and with a stakeholders commitment that creates or adjust current policy and procedures that are inclusive with normal best practices. These transformations, although difficult in the beginning, are to bring documented evidence to gain the trust of all tax-payers. The process will call for the engagements and best practices for ideas, best practice models for implementing incentives designs that will bring all invested stakeholders for the supports, engagement, and business partnerships. These incentives generate stronger support for trust and accountability necessary for moving forward. By implementing those successes along with high quality instructional staff, will motivate other educators and students to move towards addressing those identified requirements within the incentive design structure for improving the process for getting the job done, providing essential support services for progress. Partnerships models with local businesses and non-profit and faith based organizations can help school districts tap into school funding needs too. Collaborations with a mix of community, business and other stakeholders can transform ideas into initiatives, ensure a strong implementation with best practices and procedures for achieving improved results. Educational Learning Gaps are essentially over fiscal gaps between revenue, expenditures, performances and services shortfall that immediately translate into cuts, reductions, layoffs, service changes and cost to families for their children to pay to play sporting activities. Cash-strapped districts must be innovative to find creative ways to reduce the costs associated with delivering educational and instructional services programs for the deficits of operation budgets.. The district policymakers must redefine their strategies for inclusive approaches while building public trust and transparency for accountability spending, if the operations budget need supporters and invested partnerships support. Also there is an immediate need to began damage control to gain the public trust,, while creating an invested supporters structure for funding that embrace innovations and accountability spending practices. Getting the word out that engages the community in financial building block that clearly spell out future spending, professional development,

students achievements, improvement progress and cultural competency will be key priorities. . 13

Ideas, collaboration, consensus, resulting in success

The Coalition Council will be responsible for many newly recruitment of residents participation, as well as the request on recommended technology and business process that support the reform programs, as collaborations and partnerships period grows for this unprecedented model where the process are created to responding to reformed needs and intervention for community and district responsibilities to growth Have we considered the following: Will the district stakeholder clearly understand the opposition, opinions, and the documented factors and a consensus collaboration needed to reach those goals for al students to achieve? Will there be real inclusive practices that can influential for the benefits of improving the students learning curve, and cultural barriers for learning? Will the district be cultural competent within the education circle of teachers and administrators to recognized and understand those cultural different points of views as learning opportunities toward achievements and improvements that links us all? This will bring the changes and challenges needed to evolve with self examinations and understanding for those different ways of adjustment to achieve the district strategic goals and opportunities to learn. Will the school, board accept a stakeholders driven council that want to help drive the decision making processes and operational decisions for all students progress? What will be the agreement with such a professional council that recommends plans and advise such solutions to issues and concerns of the community? Will the data evidence for creating best practices and approach for addressing the issues and concerns be honored? Will the Council assist in identifying those priorities with the school superintendent as recommendation for understand ways in which immediate concerns can be presented as immediate progress of improvements of achievements?

Will the school superintendent accept the councils consensus tasks that articulate the immediate needs for implementing programs and task?

14 What will be the immediate funding resources necessary for achieving these tasks? What will be the level of commitment from the district, teachers and administrators in this community partnership with the district mission and vision? Will the school superintendent and school board be willing to be partners in the responsibilities and accountabilities exchanges for successful improvements and students achievements What will the district tolerate? What will be the district charge be, requiring the engagement of the council as a recognized legal representation of the district and community that shall participate as volunteer stakeholders in such decision making of policy and other operational needs of the district.

The Coalition offer this 5 year commitment ,, to work in such education behaviors that come directly from the school superintendent and school board as a directive or from an internal recommendation to perform such educational plans to progress outcomes for professional development, instruction, student achievement and cultural competency preparedness and understanding The Coalition Council expressed a agreement to partner with the district as a self drive community and district professionals as a group accountable and responsible as an organization ready, willing and able to be engaged in instructional and cultural learning programs for advancing all students forward in achieving to their fullest potential.

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