We need your input! Take the director of schools survey now

As you have probably heard, a renewed Director of Schools search is underway. The Board has worked hard to make this an inclusive process by engaging and leveraging leadership from the Mayor’s Office, education leaders, parents, faith leaders, civic leaders, private sector partners, the nonprofit community and others. A unified effort is essential as we work to put the city’s collective best foot forward to recruit and hire a terrific leader who can take our public schools boldly forward.

As a first step, the Board joined hands with the Mayor and the Nashville Public Education Foundation to convene a Search Advisory Committee to provide initial recommendations on the search process. Their job is not to identify candidates per se, but rather provide advice and counsel about what kind of leader we need, where we might find people with the strongest track record of success, and how we can best compete for top-tier candidates. With these recommendations as a starting point, the Board will commence a robust national recruitment effort.

As part of their work, the Search Advisory Committee has reviewed in depth the community feedback we received during the initial search effort earlier this year. For those of you who participated in the focus groups and community survey last summer, we are deeply appreciative as that has provided a strong foundation. The Committee has expressed an interest, however, in seeking some additional, more specific feedback from our educators and parents in particular.

We are hopeful you would take a few minutes to provide some additional insights. Anything you share in the survey below is strictly confidential. It is being hosted, collected and analyzed by the Nashville Public Education Foundation, an independent, non-profit community organization. You will not be asked for any identifying information (i.e. name, school, etc.).

Click here to complete the follow-up survey: www.nashvillepef.org/director-survey

Facts on district revenue and per-pupil spending

In past articles, we’ve shown you how much money we get and where it all goes.

Our community deserves an honest dialogue – without ideology and special interest talking points – about school funding that includes a fair assessment of needs, expenses, and revenue.

So let’s talk for a moment about where money comes from and under what circumstances we get more of it.

Where does revenue come from?

About a third of our operating budget comes from the State of Tennessee. They give us a certain amount of money per student and according to what kind of student. When more students enroll, our revenue from the state goes up, to the tune of about $3,200 per student.

The other two-thirds comes from the Metro Government, paid from county taxes and allocated by the Mayor’s Office and the Metro Council. The amount of money we get from the Metro Government is fixed. It is not tied to a per-student formula the way state money is.

This year our enrollment is up by nearly 1,800 students. About a third of our revenue (from the state) reflected that increase. The other two-thirds of our revenue (from the Metro Government) remained flat.

[NOTE: We received a $26 million increase in our operating budget from the 2012-13 school year to the 2013-14 school year. Of this $26 million, $12 million came from our own fund balance, $10 million came from the state and $4 million came from Metro Government.]

How does that money move around the district?

It’s a phrase people use a lot: per-pupil spending. Metro Schools spends around $9,100 per pupil in grades K-12. When a student moves from one school to another, the money theoretically follows him.

If the student leaves his neighborhood school and moves into a magnet school, he is moving from one district-operated school to another. The money attached to him stays in the same pot of district money and our per-pupil spending amount stays the same.

When a student leaves his neighborhood school – or a magnet school – for a charter school, the $9,100 moves to the charter management organization that runs the charter.

When a student leaves a district school for a private school, the money does not follow him to the private school. The district loses the state revenue associated with that student, but the private school does not get it. The funding from Metro Government is unchanged. The private school gets private money in the form of tuition.

The expenses of the neighborhood school don’t increase with every additional student and don’t decline with every student departure. The school is spending the same amount to keep its lights on and its hallways clean. The school still has teachers to pay and technology to buy and maintain.

Innovative practices that are designed to quickly improve achievement could face tough times, like extended learning time, model classrooms and certain kinds of school-level professional development.

What’s the solution?

Our strategic plan calls for more equitable use of resources, placing money where it’s needed most for fair service of students. We are already moving toward a model that puts more money directly in the hands of principals, allowing them to spend money in ways that will most directly benefit the unique needs of their students. That will help everyone decide best allocation of existing resources and ensure that money is spent in the most effective ways.

But what about revenue?

The answer will come from a community discussion of school finances. We must have an honest and open dialogue about revenue and expenses. The Board of Education began that conversation this fall, well in advance of the usual budget cycle.

This issue has wide-reaching effects, beyond just budgeting and buying textbooks. It can affect a school’s character and existence.

Let’s look at it at the individual school level. When a school is constantly threatened with drastic budget cuts or even closure, it has a more difficult time attracting students, which leads to further budget reductions.

It is a cycle that puts even more of a burden on teachers and principals to properly educate the students they already have.

School-based budgeting gives power to the principals

“Knowledge about the needs of students is greatest closest to the student… School leaders require the ability to make decisions based on their knowledge, expertise and professional discretion.”

In a world of principal autonomy and school-based decision making, what is left for the central organization of a modern school district? Where does it fit in, and what role does it have to play?

Here in Nashville, the role of central office is changing dramatically. The top-down management structure is disappearing. In its place is a knowledge and support organization designed to provide central services, study and share innovative practices, develop leaders and keep schools accountable. In fact, this change is already reflected in the district budget and in a pilot program working in 15 schools right now for school-based budgeting.

What is school-based budgeting, and what does that look like?

At these 15 schools, principals have direct control over $6,300 per student (on average), meaning they can spend that money as they see fit. That number is expected to increase over time. The rest of the money goes to central services like transportation, food services, human capital, textbooks, building services and more.

SEE the school’s individual budgets.

The idea is to bring powerful decision-making power right into the schools, where the most knowledge about individual students lives. Next year, this program is expected to expand to 50-60 schools and could go district-wide by 2015-16.

During that time the whole concept could go even further, putting 100% of per-pupil funding on school level budgets. That would greatly expand the level of flexibility and discretion given to each principal and ensure funding is distributed equitably based on individual student need. In that scenario, school leaders would “buy” central services from the district, and there would be certain non-negotiable services like the Board of Education.

This is a culture change, moving central office to a system of specialized support for schools and giving more decision-making power to principals.

Updated: Where does the money go?

UPDATE: Our comprehensive and award-winning budget book is now available for your review. At 228 pages, is contains all the financial facts you could want for fiscal year 2013-14.

DOWNLOAD the FY2013-14 Budget Book
(PDF – 33.8MB)

Contained within the budget book is a greatly expanded version of our original post, the 2012-13 School Year Expenditure Analysis. It gives an in-depth (50 page) look at all of the money spent from the Metro Schools operating budget and grants.

For the sake of convenience, we’ve broken it out into a separate document.

DOWNLOAD the SY2012-13 Budget Analysis
(PDF – 2.1MB)


PREVIOUSLY:

Let’s look at the facts of public education funding in Nashville.

Here is a breakdown of the 2012-13 operating budget:

  • $714 million – 2012-13 District Operating Budget
  • $441 million – Amount sent directly to district-run schools
  • $28.2 million  – Amount sent to charter schools
  • $163.3 – million – Amount spent on school-specific operations and instructional support services like transportation, maintenance, custodial and grounds, IT
  • $41.4 million – Amount spent on Board of Education, Human Capital, Finance and Purchasing, instructional departments and other central support functions
  • $39.2 million – Amount spent on retiree benefits, pension and debt service

When those are added together, they give a great deal more context:

  • Including charter schools, nearly 66% of resources serve schools directly.
  • Including school specific services like transportation and maintenance, more than 88% of MNPS expenditures flow to schools to provide and support instruction.

In chart form:

Directly to District-run Schools $441,107,943 61.7% All school-based staff such as teachers, principals, counselors, librarians, bookkeepers, etc.
Centrally Managed, School-based Services $163,348,961 22.9% Transportation, maintenance, custodial, utilities, textbooks, and itinerant social workers, psychologists, and other
Central Services $41,458,693 5.8% Board, Superintendent, Finance, Purchasing, HR, Leadership & Learning Supervision, other centralized services (e.g., most of IT/data warehouse)
Obligations $39,252,805 5.5% Pension, retiree insurance, debt service
Charter Schools $28,240,250 4.0% Pass-through to charter schools
Other $1,032,606 0.1% Pass-through expenses
GRAND TOTAL $714,441,258 100%

How implementing Common Core State Standards has changed my classroom

by Cicely Woodard, 8th grade math & Honors Algebra I teacher at Rose Park Middle Magnet

Since implementing Common Core State Standards in my middle school mathematics classroom, my role as teacher has changed.  No longer am I the ultimate source of knowledge in the classroom.  Instead I am a facilitator of student-centered, student-led learning.  No longer am I helping students to choose the right answer.  Now I am helping them to develop deep understanding of mathematics that has meaning to their lives.  My expectations are high, and everyday my students are rising to meet those expectations.

The role of my students has changed as well.  In the past, my students were doing math activities just to master concepts.  Now they engage in high level math tasks that require them to think critically about mathematical ideas.  Before my students listened to me explain math concepts and gave some explanations to me.  Now they are participating in deep discussions with their peers in which they must formulate their own understandings, justify their thinking, and critique the reasoning of others.  At one time, my students focused on choosing the right answer on a multiple choice test.  Now they concentrate on learning math that is relevant to their everyday lives and communicating their understanding of that math.

My students are becoming effective communicators and courageous problem solvers who are not afraid to tackle rigorous math tasks.  They have a sincere desire to be successful.  When I see them, I see young people who are one step closer to being ready for life after high school.  They truly are becoming prepared for college and the workforce.  I attribute all of these positive changes to the implementation of Common Core State Standards in my classroom.

Learn more about Common Core State Standards & PARCC Testing:

Opinion Piece: Banning all virtual schools isn’t the answer

What practical effects would come from revoking the Tennessee Virtual Schools Act? For one thing, it might actually decrease accountability for online education.

That’s the conclusion of Dr. Kecia Ray, head of Learning Technology in Metro Schools. She gave her thoughts about all the talk of banning virtual schools this week in The Tennessean.

Public virtual schools have the same accountability standards as brick-and-mortar schools. Under the current system, underperforming virtual schools are at risk of state takeover or even closure. Revoking the Tennessee Virtual Schools Act would actually allow schools to circumvent accountability by operating as virtual programs, not schools, with student achievement results sent to the student’s zoned school. This is not the transparency most desire.

Dr. Ray also gives a possible alternative to this drastic measure at the end of the piece.

To read her full opinion column, visit Tennessean.com.

District-charter collaboration leads to transparency, high standards, & real opportunity

by Alan Coverstone, Executive Director of the Office of Innovation

In Nashville, when we first sat down to determine if it would be possible to build a collaborative relationship between our school district and charter school leaders, very few places had tried it. Just a short time later, our District-Charter Collaboration Compact was recognized as one of the first nine nationwide, and charter and district leaders have been building their cooperation ever since. We are learning a great deal with and from each other, and most of the lessons were made possible by the leaders who agreed to explore that first step.

We are fortunate the district leaders and charter leaders who helped develop the compact had the foresight to realize that unless we agreed on the outcomes we expect from our schools, we would never be able to work together effectively. Spending our time trying to show the data on our schools only in the most favorable light, whether in favor of charters or district schools, is a waste of time and contributes to misunderstanding and cynicism. Parents need to know objectively how schools are doing with all schools measured on the same balanced, objective criteria so their school choices will be informed through data.

Our District-Charter Collaboration Compact begins and ends with our shared commitment to high-performing schools for every student in Nashville regardless of whether that high performer is a charter, magnet, design center, enhanced option, or zoned school. Holding all schools to the highest possible standards is good for kids and making the information fair, useable and available for parents is too.

Nashville Public Schools Scorecard

We have taken an important step in that direction with the release of our new Scorecard comparison tool that allows parents to see the same measures for different schools side–by-side. With this information, visits to schools can be even more helpful as parents get to know the people in the building working hard to improve achievement by creating real opportunities for students.

 

Explore the Scorecard

Explore Your School Options