Burnley Detroit Public School Accomplishments

Detroit Public Schools Select District Wide AccomplishmentsBurnley Administration

July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/2005

1. Student Achievement 1. Student Achievement4th Grade Reading – 40.4 percent proficient on the State MEAP

4th Grade Reading – 66.7 Percent proficient on the State MEAP (information includes changes in the MEAP test content and time of administration)

2. Curriculum and Instruction 2. Curriculum and InstructionWhole School Reform Models – 20+ models in place Few generating positive growth in Student Achievement

Whole School Reform Models - Integrated into the systemic uniform literacy program yielding gains in student achievement

Pockets of Excellence – No uniform systemic literacy or mathematics program

Systemic Programs in Literacy (Open Court) - Implemented district wide received 22 point gain on MEAP test after six months and scores continued to rise each year thereafter; Mathematics program (Algebraic Thinking) - Middle school students (grades 6-8) after three years in the program quadrupled the Statewide gain on the 8th grade MEAP;

Curriculum and Instructional Audit - Not done Curriculum and Instructional Audit - Completed 181 of 185 recommendations accomplished (Council of Great City Schools)

Multiple Reading Programs - In effect (Bldg to Bldg) Systemic Programs - Fully implemented across the school district with professional development, quality control, use of data and onsite delivery of books and materials

Professional Development Programs - Limited and not systemic

Professional Development Programs -Comprehensive, resource supported and systemic

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July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/20053. Business 3. BusinessA lump sum of approximately $103 million allocated an unallocated fund balance existed. The school district was self insured but nothing was insured; and required reserves were not in place such as: . Health Insurance . Incurred but not reported claims . Claim fluctuation reserves . Property, casualty and general liability . Wages and benefits . Sick and Vacation time accruals . Retirement . The undesignated free fund balance was only . $22 million

The undesignated free fund balance was between $56 - $62 million Full accrual accounting was in place to comply with the new GASB 34 accounting rules (as an example, we were reserved for all vacation and sick days) Fully reserved in the following areas:. Health insurance. Incurred but not reported claims. Claim fluctuation reserves. Property, casualty and general liability. Wages and benefits. Sick and vacation time. State’s share of retirement cost To accomplish the financial position above, DPS utilized the State of Michigan Budget Deficit Elimination tools resulting in a State approved deficit elimination plan which included the sale of bonds, restoration of fund equity, elimination of the debt, full accrual accounting, funding of all reserves and a plan moving forward for the next Board and Administration.

Comprehensive Annual Financial Report (CAFR) - not up to State and National standards

Comprehensive Annual Financial Report (CAFR) - Received National School Business Officials Award of

Invoices - Paid late, some businesses refusing to do business with the District and withholding credit

Invoices - Credit restored; bond program invoices paid in two weeks and operation program invoices paid within 2-4 weeks

Contracts in dispute/work not signed off on nor inspected/payments in question

Contracts adjudicated/disputes adjudicated/ work inspected – recommendations for payment signed off on

Business practices - No standard Operating Procedures Standard Operating Procedures in place

Internal Audit Department – Very small operation hidden away

Internal Audit Department - Expanded and relocated inside Central Office with a new Executive Director

Paychecks – 2000 checks per pay period either inaccurate or late/lines wrapped around the administration building/angry staff

Paychecks - New Business and Human Resource Information Systems combined with technology master plan produced accurate paychecks on time, eliminated errors, employees satisfied

Business and Technology and Human Resource Systems - On the verge of collapse/ New PeopleSoft software program and Business and Human Resource Information System modules poorly implemented

Business and Technology and Human Resource Systems - Brought in Peoplesoft consulting team coupled with DPS Business team and Compuware and successfully completed the conversion; ran new system on a parallel with old system to assure quality before completing conversion to PeopleSoft;

4. Parent/Community Involvement 4. Parent/Community InvolvementTitle I Parent Meeting Compliance - Many building parent groups not functioning

Title I Parent Meeting Compliance - Meaningful Title I meetings occurring in every building as measured by Principals Metrics

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July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/2005Parent Liaisons - Non Existent Parent Liaisons - Hired to serve in clusters of schools

performed and invaluable link between district and parents

District wide Parent Centers - Non existent District wide Parent Centers - In full operation. Held weekly parent/children workshops/ coordinated special events

Parent Handbook - Non existent Parent Handbook - Printed annually - all parent information and forms included in one place

Office of Parent/Community Involvement - Non existent The Office of Parent/Community Involvement - In place

5. Technology 5. TechnologyTechnology System - On the verge of collapse

Technology System - Fully designed, built and operational, a state-of-the-art command center, central operational capabilities, data warehouse, and learning synergy, outsourced management and operation of project to Compuware with a DPS owner's representative as oversight

Chief of Information Technology - No position Chief of Information Technology - Position filled and served as owner's rep for the entire division

Technology Services - Provided in-house on the verge of collapse

Technology Services - Management and operations outsourced to Compuware

Technology Master Plan - Non existent Technology Master Plan - Completed and fully implemented

Instructional Technology Master Plan - Non existent Instructional Technology Plan - Completed and integrated with the technology master plan

Building Technology - Limited, inconsistent and disconnected

Buildings Technology - 150-200 Buildings wired and networked

Data Warehouse - Non existent Data Warehouse - Completed and in use

Re-Roster Data - UnavailableRe-Roster Data - Available to every teacher, detailing the five year history of every student sitting in their classes

Learning Synergy - Did not exists Learning Synergy - In the pilot stage, allowing teachers to disaggregate test data for each student and prescribe instructional materials for the objectives with which students struggled

6. Maintenance and Operations 6. Maintenance and OperationsFood Service Program in disarray, cold lunches Food Service program - Outsourced management

Won Physicians Award for Food Quality

Work Orders - 28,000 back logged Work Orders - Back log almost eliminated - everything computerized

Pest Control - Not under control Pest Control - Professionally contracted - records maintained; incidences greatly reduced

Warehouse - Old, disorganized New Warehouses - Decentralized, regionalized and computerized

Tools - Often missing Tools - Inventoried, checked out and accounted for 3


July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/2005

Work Order Completion - At least 5 days in personal cars Work Order Completion - Computerized, a fleet of vehicles equipped with the needs of each trade purchased and operational/ Time of work order computerized, work inspected

Grounds - In total disrepair, grass over 3 feet high, fields with broken bottles and other debris, broken doors/windows, etc.

Grounds - On par with any school district in the State, fields, sidewalks, shrubs (repaired and trimmed), created curb appeal

Security System - Incomplete Security System - New cameras, automatic door locks, new emergency system (state of the art), more coordination with the City, radios on all busesHired over 200 additional security guards and seven sworn officers

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July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/20057. Organizational Management 7. Organizational ManagementStrategic Plan - Non existent Strategic Plan - User friendly with a clear vision, mission,

one goal (Student Achievement and Performance); enabling goals (parent/community environment, safe clean schools and technology enrichment) driven by annual objectives, with metrics

Strategic Plan Implementation - Non existent Strategic Plan Implementation - In full swing on a systemic basis; assessed by the metrics in the Superintendents evaluation and then disaggregated so every building, every employee was responsible for driving the plan;

The plan is driven by metrics and data indicators, and placed on the walls of the Superintendents conference room and all the schools

Efficiency and Effectiveness Study - Non existent Efficiency and Effectiveness Study - Completed and implemented. District reorganized and leadership team built accordingly

CEO Evaluation with Metrics - Non existent CEO Evaluation with Metrics - Board approved, served as basis for year end evaluation with mid year update

Table of Organization - Not comprehensive Table of Organization - Completed, comprehensive and broken down by divisions

Leadership Know How - Reduced due to retirementsLeadership Know How - Recruited and developed new team

Union Relationships - Tenuous due to teacher's strikeUnion Relationships - Strong, teachers felt they did some of their best work in 40 years

8. Bond/Capital Improvement Program $1.56 Billion 8. Bond/Capital Improvement Program $1.56 Billion1994 Bond Program Implementation - Nothing much accomplished for 6 year period; DPS loss $120 - $180 million in purchasing power do to not spending the money until 2000-2005

1. Bond Program Implementation- Built program management team utilized a construction management firm overseen by DPS owner representative, 53% minority owned. 50% of contracts went to minority based businesses, 75% went to Detroit based businesses

Spent $1.56 Billion Bond on new schools, upgrades to existing schools and technology, on time and on budget with no litigation. Program coordinated by State of Michigan School Bond Loan Program

New Schools - Non since the early 1980's 2. New Schools - Built 21 schools between 2001 - 2005

School Buses - Red Tagged for maintenance and age3. School Buses - Purchased 310 new buses equipped and put in service

Administration Building - Over $12 million in multiple long standing Building Code violations and no parking

4. Administration Building - Sold building to Wayne State University, used proceeds and bond funding to purchase a condominium interest in the Fisher Building which includes maintenance, security and 700+ parking spots. All approved and signed off on by real estate appraiser, State Bond Loan Program and attorneys

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July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/20055. Purchased condominium interests in more space saving location with parking

Maintenance and Operation Function - In old outdated disconnected space

6. Maintenance and Operation Function - Thornapple Valley - Purchased building as a turnkey operation consolidating central maintenance and operation, food service, grounds, warehouse and environmental health and safety. All approved and signed off by real estate appraiser, State Bond Loan Program and attorneys

Building Upgrades - Roofs, boilers, pools, windows, fields, plumbing, HVAC, kitchens, renovations, technology - Decaying, some closed, all in need of great repair

7. Building Upgrades - Details by building and dollar amount available (roofs, boilers, athletic fields, pools, etc.) Specific numbers of each project, location of sites, and dollar amounts are available upon requests

9. Research Evaluation and Use of Data 9. Research Evaluation and Use of DataResearch and Evaluation - Not fully utilized

Research and Evaluation - Fully utilized, functioning Cabinet member, engaged with organization in the use of data, research and evaluation, and much more highly respected

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July 1, 2000 - June 30, 2005

July 1, 2000 Initial Assessment Final Assessment 6/30/200510. Special Education Compliance 10. Special Education ComplianceSpecial Education in non-compliance • Not adhering to the least restrictive environment• Center based programs – substandard facilities, .

and in some cases illegal situations• Special Education information systems lacking

Special Education in Compliance: All these problems were corrected through the work of the staff and the utilization of outside special education expertise.

11. Parent Community Involvement 11. Parent Community InvolvementWhen I arrived in 2000 the following relationships with the parents in the community existed:1. Many parents felt disenfranchised from the School District;2. Functioning federally mandated Title One Parent organizations in each school did not exist;3. There were no parent liaison, district wide parent centers, parent handbook, or Office of Parent/Community involvement; and4. The school district did not have a metric for principals requiring them to have functioning parent committees and documented community and business partnerships.

1. Title I Parent Meeting Compliance - Meaningful Title I meetings occurring in every building as measured by Principals Metrics 2. Parent Liaisons - Hired to serve in clusters of schools performed and invaluable link between district and parents 3. District-wide parent Centers - In full operation. Held weekly parent/children workshops/coordinated special events 4. Parent Handbook - Printed annually - all parent information and forms included in one place 5. The Office of Parent/Community Involvement - In place

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