| Strategy: Finance

Tactic 1: Funding for Equity

Tactic 2: Financial Management Support

| Strategy Lead: Kathleen Askelson

Tactic 1 Leader: Nicole Stewart

Tactic 2 Leaders: Nicole Stewart & Stephanie Corbo

Taking Stock of Progress

5/8/19

In the purple area:

On the left side:

On the right side:

| Conversation Structure

What are we trying to do?

How are we trying to do it?

1

2

At any given moment, how will we know if we’re on track?

3

If we’re not on track, what are we going to do about it?

4

These are the four questions that organize our process and maintain a focus on delivering on our aspirations. The highlighted question indicates the question about to be addressed by the slides that follow.

| Keeping Learning at the center

Remind the audience that this is a visual reminder of the focus of the strategic plan: The focus is on learning and each strategy and tactic is designed to have a positive impact on student learning.

| Structure of the Strategic Plan

This is the structure of our strategic plan, and you will be talking to them about progress made toward a tactic in a particular strategy area.

| System Indicators

| System Indicators

USE this slide if your Tactic Falls under Learning

Follow the instructions in the box.

USE this slide if your Tactic Falls under Learning

Follow the instructions in the box.

| Conversation Structure

What are we trying to do?

How are we trying to do it?

1

2

At any given moment, how will we know if we’re on track?

3

If we’re not on track, what are we going to do about it?

4

These are the four questions that organize our process and maintain a focus on delivering on our aspirations. The highlighted question indicates the question about to be addressed by the slides that follow.

| Theory of Action

IF Jeffco Public Schools allocates financial resources equitably THEN schools will have the resources to support each student to be successful.

| SMART Goals

By 2024 Jeffco will allocate at least an additional 20% (on top of Non-FRL) per student funding for students who qualify for FRL.

Avg. additional 14% per FRL student.

Some research points to additional 25 -40% as best practice

Follow the directions on the slide

here is the All tactics doc (https://docs.google.com/spreadsheets/d/1MWBbFkSa9n5yeH3VoY0D1Q1Lhq34ZrTNKRPzLbPVyG8/edit?usp=sharing)

SMART Goal (specific, measurable, ambitious, realistic, time bound)

https://www.ecs.org/wp-content/uploads/The-Importance-of-At-risk-Funding.pdf

| Milestones

  • Annual feedback from Principal Advisory Committee on needs within schools as it relates to equity.
  • Evaluation and feedback from equity tactic team.
  • BFO for FY 20-21

List your milestones for this year – some will already have occurred, and some will be in the future (perhaps even something that will be finalized next year that you are working on now); include the month or date since milestones should be time-bound (they must happen by a certain time in order for you to make progress on this tactic)

List your leading indicators, with data. If you can’t attach data, it’s likely that what you’re tempted to list may not be a Leading Indicator (it may be a Milestone, which is an event or accomplishment that must happen by a certain date for you to move forward with your tactic; e.g. develop a survey for a specific stakeholder group).

| Leading Indicators

  • Identify progress by using MAP scores mid year and end of year.
  • Increase in SPF score after year one
  • Student non-academic indicators (ex. MYVH, attendance, etc.)
  • State Finance Act & new funding streams (ex. full-day Kinder)

List your milestones for this year – some will already have occurred, and some will be in the future (perhaps even something that will be finalized next year that you are working on now); include the month or date since milestones should be time-bound (they must happen by a certain time in order for you to make progress on this tactic)

List your leading indicators, with data. If you can’t attach data, it’s likely that what you’re tempted to list may not be a Leading Indicator (it may be a Milestone, which is an event or accomplishment that must happen by a certain date for you to move forward with your tactic; e.g. develop a survey for a specific stakeholder group).

| Conversation Structure

What are we trying to do?

How are we trying to do it?

1

2

At any given moment, how will we know if we’re on track?

3

If we’re not on track, what are we going to do about it?

4

These are the four questions that organize our process and maintain a focus on delivering on our aspirations. The highlighted question indicates the question about to be addressed by the slides that follow.

| SMART Goal

By 2024 Jeffco will allocate at least an additional 20% (on top of Non-FRL) per student funding for students who qualify for FRL.

Repeat the SMART goal on this slide so that audience can see it relative to the trajectory

https://docs.google.com/spreadsheets/d/1MWBbFkSa9n5yeH3VoY0D1Q1Lhq34ZrTNKRPzLbPVyG8/edit#gid=0

Trajectory: An evidence-based projection of a metric’s path over time from its current level to the level suggested by the goal

From the use of the trajectory Excel tool, you can copy and paste the graphic of your trajectory here. Be prepared to explain why you believe your trajectory to be an accurate, evidence-based estimate; include what you considered about historical performance, internal and external benchmarks, etc., to arrive at an informed trajectory.

| Implementation Heat Map

Funding For Equity

Planning

Capacity

Evidence
of progress

Likelihood of success

Highly problematic – requires urgent and decisive action

Problematic – requires substantial attention, some aspects need urgent attention

Mixed – aspect(s) require substantial attention, some good

Good – requires refinement and systematic implementation

Heat Map Rubric

This determination should come from your meeting with Tom to apply the Assessment Framework. Each category relates specifically to the SMART goal.

Briefly remind the audience that the Assessment Framework has four levels for performance; each level has a corresponding color – see the key if you want to use the exact wording.

When we assess progress on the work to date, we look at three categories to determine our overall likelihood of success – Quality of planning, Capacity, Evidence of progress.

Mention that you’ll next share successes, challenges, etc.

| Successes

  • In times of limited resources, the district has been efficient with all resources.

  • Yearly evaluation of Student Based Budgeting, and continually improving the funding mechanism.

What successes has your team experienced? To what do you attribute this success? Was there a particular milestone that lead to these successes? Help the system learn from the actions/behaviors that are leading to success

| Conversation Structure

What are we trying to do?

How are we trying to do it?

1

2

At any given moment, how will we know if we’re on track?

3

If we’re not on track, what are we going to do about it?

4

These are the four questions that organize our process and maintain a focus on delivering on our aspirations. The highlighted question indicates the question about to be addressed by the slides that follow.

| Challenges

  • Scarcity of resources
  • Measuring and accountability of use of funds

| Resources Required

  • Additional funds to address equity needs.
  • Strengthened partnership between the Departments of School Leadership and Educational Research and Design.

What challenges do you face that you want to discuss? What resources are required to continue or improve progress on this tactic?

USE this slide if your Tactic Falls under Learning

Follow the instructions in the box.

| Theory of Action

IF Jeffco Public Schools effectively allocates resources and clearly communicates its financial status THEN stakeholders will be confident in effective resource management.

| SMART Goal

By 2023, 60%* of stakeholders will agree or strongly agree that Jeffco Public Schools manages its resources effectively.

*Baseline to be established during the 2018/19 School year.

Question: Jeffco public Schools effectively manages their financial resources and spends taxpayer money wisely. (Agree/Disagree/Unsure)

telephone: 36% agree 40% disagree

Online internal: 56% agree 31% disagree.

Agree of diagree with the statement:

“Jeffco public Schools effectively manages their financial resources and spends taxpayer money wisely”

Follow the directions on the slide

here is the All tactics doc (https://docs.google.com/spreadsheets/d/1MWBbFkSa9n5yeH3VoY0D1Q1Lhq34ZrTNKRPzLbPVyG8/edit?usp=sharing)

SMART Goal (specific, measurable, ambitious, realistic, time bound)

| Milestones

  • Collaboration with Communications to expand messaging reach
  • Transparency in budgeting for outcome (BFO) sheets
  • Consistent internal staff training on financial management
  • Continued collaboration with financial oversight by Board established committees (Financial Oversight, Audit Committee, Capital Asset Advisory Committee)

List your milestones for this year – some will already have occurred, and some will be in the future (perhaps even something that will be finalized next year that you are working on now); include the month or date since milestones should be time-bound (they must happen by a certain time in order for you to make progress on this tactic)

List your leading indicators, with data. If you can’t attach data, it’s likely that what you’re tempted to list may not be a Leading Indicator (it may be a Milestone, which is an event or accomplishment that must happen by a certain date for you to move forward with your tactic; e.g. develop a survey for a specific stakeholder group).

| Leading Indicators

  • Quarterly reporting on district financial status identifying any material deviations from budget
  • Recognition from Government Finance Officers Association in better school spending and excellence in financial reporting
  • Community engagement in budget process
    • Feedback from DAC, FOC, CAAC on district efficiency of dollars
    • Jeffco U
  • Comprehensive Annual Financial Report (CAFR) with a clean opinion

List your milestones for this year – some will already have occurred, and some will be in the future (perhaps even something that will be finalized next year that you are working on now); include the month or date since milestones should be time-bound (they must happen by a certain time in order for you to make progress on this tactic)

List your leading indicators, with data. If you can’t attach data, it’s likely that what you’re tempted to list may not be a Leading Indicator (it may be a Milestone, which is an event or accomplishment that must happen by a certain date for you to move forward with your tactic; e.g. develop a survey for a specific stakeholder group).

| Conversation Structure

What are we trying to do?

How are we trying to do it?

1

2

At any given moment, how will we know if we’re on track?

3

If we’re not on track, what are we going to do about it?

4

These are the four questions that organize our process and maintain a focus on delivering on our aspirations. The highlighted question indicates the question about to be addressed by the slides that follow.

| SMART Goal

| Trajectory

  • By 2023, 60% of stakeholders will agree or strongly agree that Jeffco Public Schools manages its resources effectively.

telephone: 36% agree 40% disagree

Online internal: 56% agree 31% disagree.

Will update this slide in January/February based on survey results for the FY20 school year

https://www.boarddocs.com/co/jeffco/Board.nsf/files/AZJVS76DA3F7/$file/PRESENTATION%20CommunityClimateSurvey.pdf

| Implementation Heat Map

Financial Management

Planning

Capacity

Evidence
of progress

Likelihood of success

Highly problematic – requires urgent and decisive action

Problematic – requires substantial attention, some aspects need urgent attention

Mixed – aspect(s) require substantial attention, some good

Good – requires refinement and systematic implementation

Heat Map Rubric

This determination should come from your meeting with Tom to apply the Assessment Framework. Each category relates specifically to the SMART goal.

Briefly remind the audience that the Assessment Framework has four levels for performance; each level has a corresponding color – see the key if you want to use the exact wording.

When we assess progress on the work to date, we look at three categories to determine our overall likelihood of success – Quality of planning, Capacity, Evidence of progress.

Mention that you’ll next share successes, challenges, etc.

| Successes

  • Community participation in Jeffco U budget sessions
  • Increase training in strong financial management
  • Completion of the CAFR by 11/30 with no significant findings
  • Government Finance Association Certificate of Achievement for Excellence in Financial Reporting
  • Board of Education Adoption of budget
  • Government Finance Association acknowledgement in Excellence for Better School Spending

What successes has your team experienced? To what do you attribute this success? Was there a particular milestone that lead to these successes? Help the system learn from the actions/behaviors that are leading to success

| Conversation Structure

What are we trying to do?

How are we trying to do it?

1

2

At any given moment, how will we know if we’re on track?

3

If we’re not on track, what are we going to do about it?

4

These are the four questions that organize our process and maintain a focus on delivering on our aspirations. The highlighted question indicates the question about to be addressed by the slides that follow.

| Challenges

  • Time and resources to connect with external stakeholders
  • Scarcity in resources

| Resources Required

  • Collaboration with Educator Learning and Communications
  • Additional funding

What challenges do you face that you want to discuss? What resources are required to continue or improve progress on this tactic?

Thank you

| Questions?

| Board of Education Ends Alignment

Ends 1- Engaging Climate and Culture

Every school and the district will have an engaging climate and culture that:

  • Ensures a safe, caring and engaging environment for students, staff and families.
  • Values the diversity of all students, staff and families.
  • Supports the social, emotional and physical wellness for students and staff.
  • Encourages family and community engagement to support, enhance and maximize learning.
  • Provides opportunities to develop civic and global engagement within and outside of the school setting.

With the expectation that:

  • Every student will develop life skills and a continuous learning mindset to succeed in post-secondary aspirations (Self-Direction and Personal Responsibility competency).
  • Every student will be a responsible and engaged member of the community (Civic and Global Engagement competency).

Delete Those Ends statements that do not align with your tactic

| Board of Education Ends Alignment

Ends 2- Career, College and Life Aspiration Connections

Every school and the district will ensure that every student has the opportunity to work towards being connected to career, college and/or life aspirations through systems and practices that:

  • Provide access to and opportunity for multiple learning pathways aligned to student needs and interests.
  • Use relevant measures to track progress and communicate meaningful results to students and families.
  • Address opportunity and achievement gaps through an integrated system of support that ensures equity in meeting all students needs.

With the expectation that:

  • Every student will demonstrate a year or more of growth on their way to mastery of Colorado Academic Standards (Content Mastery competency).
  • Every student will be able to apply and transfer learning across disciplines and real world contexts (Critical Thinking and Creativity competency).
  • Every student will have the opportunity and expectation to demonstrate leadership attributes.
  • Every student will communicate effectively in a variety of formats and situations (Communication competency).

Enter BOE Ends that align with your tactic. Tom will be able to give these to you; again, if they apply.

| Board of Education Ends Alignment

Ends 3- Learning Systems and Leadership

Every school and the district will have effective learning systems and shared leadership that:

  • Provide high quality core instructional practices, interventions and enrichments.

With the expectation that:

  • Every student will be taught by a highly skilled teacher and caring staff.
  • Every student will be taught in a high performing school led by strong leadership.
  • Every student will receive the skills, support and educational opportunities needed to achieve his or her full potential.

Enter BOE Ends that align with your tactic. Tom will be able to give these to you; again, if they apply.

Finance Stocktake _BOE Presentation - Google Slides