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