CLEVELAND’S PLAN FORTRANSFORMING SCHOOLS

Briefing DocumentNovember 14, 2012

reinventing public education in our city and servingas a model of innovation for the state of Ohio

The Partners

Cleveland Teachers Union –Local279

Progress in Cleveland 37 excellent and effective public schools in 2011 that

educate over 11,000 students 15 new CMSD schools opened since 2006 that offer a

diverse selection of high-quality choices Deepening partnership between CMSD and several high-

performing charter schools

Challenges in Cleveland $65 million budget deficit for 2012–13 school year 31,000 children attend failing schools More than 30,000 students have left CMSD in ten years

Local Context

Across the country, urban districts are moving from a traditional, single-source school district …

…to a portfolio of district and charter schools held to the highest standards and working in partnership to create dramatic student achievement…

…thereby shifting the role of central office from compliance to performance management and improvement.

CHARACTERISTICS OF PORTFOLIO

DISTRICTSCitywide choices &

options for all familiesSchool autonomy

Pupil-based fundingDiverse support

providersTalent-seeking

strategyExtensive public

engagementPerformance-based

accountability for schools

Center for ReinventingPublic Education

National Context

Grow the number of high-performing district and charter schools in Cleveland and close

and replace failing schools.

Focus district's central office on key support and governance roles and transfer authority

andresources to schools.

Create the Cleveland Transformation Alliance to

ensure accountability for all public schools in the city.

Invest and phase in high-leverage system reforms across

all schools from preschool to college and career.

Cleveland’s PortfolioSchools Strategy

Cleveland’s Plan

Grow the number of high-performing districtand charter schools in Cleveland and close

and replace failing schools.

Promote, expand and replicate

existing excellent schools

Start new schools, emphasizing

innovative school models

Refocus and strengthen mid-

performing schools

Immediately address low-performing

schools

Focus district's central office on key supportand governance roles and transfer authority

and resources to schools.

New rolefor district

central office

School autonomy based on

performance

Redistributionof moneyto schools

and classrooms

Invest and phase in high-leverage systemreforms across all schools from preschool to

college and career.

High qualitypreschool education

College and workforce readiness

Year-round calendar

Talentrecruitmentand capacity

building

Academic technology

enhancement

Support for high-quality

charter schools

Create the Cleveland Transformation Allianceto ensure accountability for all

public schools in the city.

Ensure fidelity to the citywide

education plan

Assess the quality of all public schools

in Cleveland

Communicate to parents about quality school

choices

Watchdog charter sector growth to

ensure quality

2010-11 2012-13 2014-15 2016-17 2018-190

5000

10000

15000

20000

25000

30000

35000

40000

45000

Targeted number of stu-dents enrolled in high-per-forming schools in Cleve-

land

Our goal is that at the end of six years, we will have tripled the number of Cleveland students enrolled in high-performing district and charter schools, and eliminated failing schools.

3X

What Success Could Look Like

Creating the Conditionsfor Success: HB 525

Flexibilities Enables the CEO to take corrective action to improve

the district's lowest-performing schools without being bound by existing collective bargaining agreements.

Provides the CEO with sole authority to determine the school calendar and school day.

Allows the district to apply for exemptions from specific statutory provisions or rules under the innovative education pilot program.

Permits the district to direct any monies received from the sale of property into the district’s general fund (with a few exceptions).

HB 525 Highlights

Work Rules Codifies a new performance-based evaluation and

compensation system for principals and teachers. Eliminates seniority as the sole or primary factor in

personnel decisions, including layoffs and recalls. Allows the district to terminate teachers who are rated

"ineffective" for two successive years. Establishes building-level hiring committees comprised

of the principal, union representation and others, thereby eliminating seniority-based transfers.

Provides the district significant flexibility in determining teacher and principal contract terms and duration.

HB 525 Highlights

Charter Quality and Collaboration Establishes a Transformation Alliance to recommend

to ODE what charter school sponsors can open schools in Cleveland, to ensure fidelity to the plan, to provide input in the development of new district schools and partnering community schools, and to report annually on the performance of all public schools in Cleveland.

Authorizes the school district to share a portion of levy proceeds with high-performing charter schools who partner with the district.

Authorizes the school district to include the academic performance and enrollment data of students enrolled in partnering charter schools on the district's report card.

HB 525 Highlights

The Cleveland Plan is widely supported by the community—educators, business, philanthropy, civic leaders, elected officials, community organizations, religious organizations, parents and students.

Cleveland voters approved an unprecedented 15 mill, 4-year levy in November with 57 percent of the vote.

The levy will generate between $64 and $70 million per year. One mill is set aside for partnering charter schools.

Community Support

Questions and Dialogue