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CHILDREN FIRST NETWORK SUMMARYWinter 2009

Confidential – Not for Distribution

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Overview

Children First Network (CFN) is an initiative designed to integrate operational and instructional support for schools.

The goal is to expand the philosophy of devolving as much decision-making power as possible to the people who know schools best: principals, teachers and school staff.

In the 2008-2009 school year, CFN has four networks, each employs a 13-person, cross-functional team that delivers personalized service to an average of 22 schools.

Tight performance management system makes the CFN team directly accountable to principals.

• The ultimate goal is to streamline operations and build capacity within schools so principals can focus their time on instruction and accelerate student achievement.

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Rationale for Children First Network

And this team of service providers is empowered to solve problems for schools and is directly accountable to principals for performance ratings,

This leads to innovation, which improves quality and efficiency of service

and have more time and resources for instruction and supervision.

Increase in Student Achievement

If operational & instructional supports are integrated in a small, network-based team that is tightly aligned with schools’ educational goals,

Then principals spend less time solving operational problems,

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Empowering Principals with More Resources

CFN has three main goals:

• IMPROVE EFFICIENCY: Streamline layers of the current structure in favor of the CFN Team’s more accessible, cross-functional and holistic approach to integrated instruction and operations.

• INCREASE SERVICE QUALITY: Create 1-to-1 relationships between CFN Principals/school-based personnel and CFN staff who know the particular needs of the schools and are directly accountable to principals.

• STUDENT ACHIEVEMENT: When CFN principals were surveyed in December 2008, 98% responded that the support CFN provides leads to an increase of time to spend on instructional issues within his/her school.

55 Note: This support structure does not change the fact that Community and HS Superintendents still exercise supervisory authority over schools in their district or borough, respectively.

CFN Structure Brings Operations Closer to Schools

CFN TeamCentral

CFN ModelISC Model

Operations support for schools located here

CentralIntegrated

Service Center

Network Team

CFN teams have “transactional power” to quickly respond to principal requests and are independent from the Integrated Service Centers.

CFN model combines traditional network support team and the functions of the ISC to create an integrated 13-person team.

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Evidence of Success: Principal Satisfaction

How satisfied are you with the overall QUALITY of support provided by the following members of your core team?

• 98% satisfied or very satisfied

Results from the December 2008 Principal Survey

My CFN understands the unique needs of my school.

• 99% satisfied or very satisfied

The support I receive from my CFN leads to an increase in time I can spend on instructional issues within my school

• 98% satisfied or very satisfied

* Percentages may not total 100% due to rounding.

23.8%73.8% 2.4%

0% 20% 40% 60% 80% 100%

CFN

Very Satisf ied Satisf ied Dissatisf ied Very Dissatisf ied

72.3% 25.3% 2.4%

0% 20% 40% 60% 80% 100%

CFN

75.3% 23.5% 1.2%

0% 20% 40% 60% 80% 100%

CFN

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Evidence of Success: Student Achievement

Growth in Percentage of Students at Levels 3 & 4 in ELA and Math2006 to 2007 ELA Percentage of Growth Math Percentage of Growth

McDonald Network (pre-CFN) -2.3% -2.3%Citywide Average 0.1% 8.1%

2007 to 2008 ELA Percentage of Growth Math Percentage of Growth McDonald Network (CFN) 10.1% 17.6%Citywide Average 6.8% 9.2%

After 1 year of CFN, the McDonald network’s percentage of growth in ELA and Math was nearly double the citywide average percentage of growth.

Average Progress Report Scores

Average 2007-8 Progress Report ScoreCFN Network (McDonald) 67.3Citywide Average 57.8

In 2006-7, the McDonald network’s average Progress Report score was 52.5 (using 2007-8 methodology)

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Team Structure: Functional SupportFunctions to be covered by network-based staff:

Operations

• Budget• Grants*• Procurement

• Human Resources• Payroll

• Data/IT*

• Extended use• Facilities*

• Transportation • School Food

Student Services

• Special Education (Lead)

• Special Education (Admin)

• Safety*

• Suspensions*

• Youth Development / Attendance Mgmt• Health

Achievement

• Achievement / Instruction

• Achievement / Assessment Liaison*

Potential groupings of functional areas represented in dotted lines. * Additional geographic support continues to be provided in these areas.

Network Leader

CFN networks will serve an average 25 schools, with a range

of 22-28 schools.

LEGAL: Services continue to be provided by Centrally funded Attorney’s

SUPERINTENDENTS: All statutory and supervisory responsibilities will continue unchanged.

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How would your experience be different as a CFN principal? Direct accountability

CFN team would be directly accountable to principal through explicit rating on principal survey at least twice per year

Principal can be included in the hiring process of network team members (on a hiring committee, etc.)

Building capacity CFN team works to build the capacity of school staff, so that principals can focus on instruction

• If there is a problem with payroll, the payroll secretary could contact CFN team member directly, rather than going through the principal

Familiarity with schools and staff Dedicated team knows each school and how everything relates within the school environment

• CFN staff spend significant amount of time actually in their networks’ schools, so can trouble-shoot problems and work with staff one-on-one

• This leads to “holistic” solutions that integrate instructional and operational support

When faced with a specific problem, principal and school-based staff would know exactly who to contact on their CFN team

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Positive Feedback for CFN “The level of assistance so far this year has been phenomenal. I feel like this kind of leadership helps me to take risks and insist on the services our children need and deserve.” – CFN Principal

“CFN has been a great step forward for our entire school community.” – CFN Principal

“I really appreciate the fact that [the CFN team is] coordinating efforts to support our school. I feel like it's a real acknowledgement that the challenges we're facing this year are not limited to a single area, but really involve all aspects of the school, including instruction, youth development, school culture, and discipline.” – CFN Principal

“Last year there was a clear separation between Teaching and Learning and the Operations Centers.  This year [CFN staff] access information in a matter of minutes.  Last year it would take hours or days.” – CFN Staff

“Working on the same team with operational and instructional experts is a huge improvement.   We are in constant communication, can get questions answered and support each other's work.” – CFN Staff

“This year, because we have such great, new, larger network support for operations, I find that I am able to spend much more time helping schools and principals with issues around accountability and instruction. Also because of the changes in our structure, I spend much more time focused on strategy work rather than small operational issues.” – Network Leader