12/07/2015 – Financial Report

October 2015 Financial Report

 12/07/2015 – Work/Business
eboard link icon Agenda Item – Approval of Monthly Financial Report

Question: Share some financial numbers on our position of TAD
Dr. Michael Bell: Please find attached our internal analysis of the cash flow impact of the proposed DoravilleTAD (for the redevelopment of the old GM site plus 120 acres).

In summary, using their development projections we would go negative $235.3 million over the next 25 years (assuming a TAD Bond(s) is issued). Again, using their development projections, it would take an additional 9.3 years for the DCSD to break even. Therefore, if everything goes according to their plan the DCSD would break even in about 34 years.

Question: Gap between teaching and actual
Dr. Mike Bell: The direction from Superintendent Green is to have the present (and possible future) gaps closed (as of end of Nov. 2015 gap at $4.6 million) by the major divisions making up the presently budgeted $408.6 million in Instruction thru Budget Reallocations– as requested by the Instructional Divisions and the Regions I thru V. These requests should be targeted to areas that need additional funding under Instruction along with filling as many as possible funded Teaching Position Allotments.

Question: Update on the Wallace Grant
Dr. Jose Boza: Wallace Foundation Grants
Year 1 (June 2014 – July 2015): Principal Supervisor Initiative (PSI)

Accomplishments
• Developed a Regional Superintendent Competency Model
• Revised the job description and aligned it to the Competency Model
• Created a selection process and tools for hiring new Regional Superintendents and identifying Aspiring Principal Supervisors
• Established a Learning Framework for the Regional Superintendent Academy and the Aspiring Principal Su-pervisor Academy
• Developed the first two performance-based learning modules for each Academy
• Created a monthly calendar for Regional Superintendents to be able to balance the time spent in schools supporting teaching and learning with time spent in central office
• Created Guiding Questions for Collaborative School Visits to support principals with the implementation of the School Continuous Improvement Plans
• Developed a Parent Protocol to effectively address parent concerns at the classroom, school, and regional levels

Year 2 (January – December 2016): CIA2 Initiative (approved by CIA2 Task Force)
CIA2 Goals:
•  Improve the instructional leadership capabilities of principals and central office leaders
•  Develop the capacity of building level and central office leaders to support CIA2 and ensure sustainability
•  Improve training and support for Regional Superintendents and Aspiring Principal Supervisors
•  Fully align and integrate leadership development with evidence-based practices connected to Continuous Improvement Planning processes
Next Steps
•  Improve the skill set of incumbent Principal Supervisors to support the CIA2 Initiative
•   Continue with the Regional Superintendent Academy\
•   Participate in Extended Learning Experiences with Gwinnett
•  Develop one additional performance-based module
•  Implement National SAM Innovation Project as an integrated team consisting of two Regional Superinten-dents and 17 Principals of schools with a designation of Priority/Focus and Opportunity School District
•  Ensure a continuous supply of qualified leaders to assume the Principal Supervisor position in the future
•  Use the new selection process and tools to recruit and select candidates for the Aspiring Principal Supe-visor Academy
•  Begin the Aspiring Principal Supervisor Academy
•  Develop one additional performance-based module
•  Support the Regional Superintendent in monitoring the implementation of the Schools’ Continuous Im-provement Plan as part of the CIA2 Initiative
•  Develop Continuous Improvement Plans for each Division and School in DeKalb
•  Use monitoring tools to determine progress in achieving targets identified in the Strategic Plan and CIA2