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Recent moves in Human Capital towards a “mutual consent” hiring process (where both teacher and principal must agree for a teacher to be placed in a given school) and leveraging stipends to allow principals to open-post positions have led to a stronger teaching pool and to principals enjoying more discretion and control over the direction of their schools.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:48:30.811+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "0198afdf-1450-41af-8880-5f9b43d953cf", "parentComponentId": null }, { "bbox": { "h": 0.09, "w": 0.72, "x": 0.14, "y": 0.23 }, "kind": "paragraph", "text": "At the same time, BPS’ classification of SWD has grown to ~20% of the student population, a number that is very high nationally (average of 13.1%), and high even for Massachusetts (average of 16.5%), which has one of the highest rates in the nation.5 In FY15, this means that nearly a quarter of all budgeted funds are going to special education services.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:48:30.811+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "758123d7-e36d-48d7-8b0a-af3151a3b8c1", "parentComponentId": null }, { "bbox": { "h": 0.11, "w": 0.72, "x": 0.14, "y": 0.33 }, "kind": "paragraph", "text": "The central office organization that supports the schools has a mix of strengths and opportunities. Outside of the top layer, which supports 13 direct-reports to the Superintendent, the organization is well balanced between management and employees. At the same time, surveys reveal that employees would like greater accountability across BPS, ways to trim the bureaucratic nature of the organization and better data tracking and management.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:48:30.811+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "8b497742-88e8-4a83-978c-0a6bea5fb692", "parentComponentId": null }, { "bbox": { "h": 0.26, "w": 0.72, "x": 0.14, "y": 0.45 }, "kind": "paragraph", "text": "BPS has a set of structural challenges. With the right focus and strategies it can continue to unlock value for the system and students, while positioning a new BPS to drive student outcomes higher once again. Through a series of workshops with the Steering Committee, the Steering Committee prioritized a subset of topics for additional exploration (“deep dives”). While the performance of the system was generally strong across the initial range of areas explored, the committee focused the deeper dives on some of the most critical challenges for the system: the opportunity to consolidate ~30-50 schools, the opportunity to revisit and potentially accelerate special education reforms, and the opportunity to reorganize central office and non-teaching staff. Additionally, some focus was given to a fourth area: near-term opportunities to improve operations. 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In reality, every school is different given its particular size, staffing, and facilities. As such, the operating costs of any specific school will be higher or lower than this average depending on the school.\n9 Closing Public Schools in Philadelphia - Lessons from Six Urban Districts, the Philadelphia Research Initiative, PEW Charitable Trusts, October 19, 2011\n10 U.S. Department of Education, National Center for Education Statistics, Common Core of Data (CCD)", "attrs": null, "canon": { "kind": { "name": "Other", "slug": "other", "status": "active", "canonId": "019de52c-fa90-743c-8bf6-20d1fbe82b6d", "version": 1, "description": "Fallback when no canonical kind applies." }, "tool": null, "subkind": null, "framework": null }, "subkind": "source-note", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:15.871+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "174c945f-5eed-4346-a352-aadd579eb0c5", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.72, "x": 0.14, "y": 0.14 }, "kind": "paragraph", "text": "BPS, through decades of student enrollment declines, without commensurate school footprint adjustments, is stretching its resources (and students) thinly across too many buildings. Initial estimates indicate that BPS is operating with over half of schools at under 68% utilization of physical capacity, yielding a student to teacher ratio of 11.6:1, below peer systems. This spreading of resources prevents the District from concentrating resources for students, while supporting base building operating costs of nearly $2m a school.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:15.871+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "247a112a-bfce-4bf8-8bfa-cd35d738e03e", "parentComponentId": null }, { "bbox": { "h": 0.35, "w": 0.72, "x": 0.14, "y": 0.44 }, "kind": "paragraph", "text": "School consolidations could net ~$50-85m in annual, run-rate savings. The average cost of operating a school within BPS is $4.6m. This includes classroom staff, administrators and support staff, custodial support, building maintenance and utilities. Of the $4.6m in costs, ~$3.8m represents teacher costs, with the remaining $800,000 being in the other categories. Consolidating a typical school in the District would on average save $1.7-2.2m per year, even assuming significant migration of instructional staff into remaining schools would be required. These savings would come from both operating and maintaining buildings from facilities and administrative costs as well as staff costs. Other systems that have consolidated schools have seen typical per-building savings of $300-726K per school. At the same time, these systems did not incorporate significant changes in staffing into these efforts, with only 2 of 6 systems seeing an increase in student:teacher ratios after the period of closings. If BPS were to pursue both the staff and operational", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:15.871+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "b04b558c-363a-468e-bd21-442ee2c6849e", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.72, "x": 0.14, "y": 0.29 }, "kind": "paragraph", "text": "The stretching of resources limits the resources that can be brought to bear for any one student, as so much is locked into physical buildings and support staff. At current enrollment and average building sizes, BPS could theoretically consolidate 30-50 schools currently in its inventory. Practical considerations on class sizes, coverage across all parts of the city, current school performance and current building inventories, among many others, would all need to shape what the eventual number and specific schools could be in a right-sized BPS.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:15.871+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ed188d8d-25c5-4c49-81a2-9125c356e338", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.6, "x": 0.14, "y": 0.11 }, "kind": "title", "text": "1) OPPORTUNITY TO CONSOLIDATE ~30-50 SCHOOLS", "attrs": null, "canon": { "kind": { "name": "Title", "slug": "title", "status": "active", "canonId": "019de52c-f7dd-76d9-b848-b1f12bd85cf4", "version": 1, "description": "Slide title or headline." }, "tool": null, "subkind": { "name": "Headline", "slug": "headline", "status": "active", "canonId": "019de52c-fae1-7463-9a7c-d60668eced0d", "version": 1, "description": null }, "framework": null }, "subkind": "headline", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:15.871+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "940b7e15-bb86-4672-8d05-0961a0bc3062", "parentComponentId": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [ { "to": 9, "arc": { "name": "The Consultant's Gambit", "slug": "consultants-gambit", "status": "active", "bestFor": "Business cases, project proposals, strategic recommendations", "canonId": "019dd956-5e0a-73c8-b305-81c38c959e9c", "version": 1, "bodyDocId": "019df22a-2356-73eb-8061-d8c81dc0aa49", "structure": "Situation & Context -> Problem & Complication -> Solution & Approach -> Evidence & Proof -> Impact & Next Steps", "description": null, "familyLabel": null }, "from": 4, "name": "Problem & Complication", "beatId": "015c76d8-b253-4d90-8b25-9919639201d8", "matchId": "f620bd93-bdcf-4e4d-ba23-31b7b92e9668", "beatType": { "name": "Problem & Complication", "slug": "consultants-gambit-problem-complication", "status": "active", "canonId": "019dd9b8-064a-777f-a374-e9a8c43dedd4", "version": 1, "description": null }, "evidence": "The key takeaways highlight areas for improvement", "position": 1, "isPrimaryArc": true, "parentBeatType": { "name": "Complication", "slug": "complication", "status": "active", "canonId": "019dd9b8-0275-7709-b2d6-4f77c3fc7579", "version": 1, "description": "The point in the narrative where the audience should feel discomfort. 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These limits may need to be reconsidered in the light of consolidation. Similarly, policies or agreements regarding changes to the teaching force may disproportionately affect newer teachers and not consider teacher effectiveness, both impacting the quality of instruction and the potential cost reduction. Were staffing changes to focus only on early tenure teachers, cost reductions would be ~75% of these estimates.", "attrs": null, "canon": { "kind": { "name": "Other", "slug": "other", "status": "active", "canonId": "019de52c-fa90-743c-8bf6-20d1fbe82b6d", "version": 1, "description": "Fallback when no canonical kind applies." }, "tool": null, "subkind": null, "framework": null }, "subkind": "source-note", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:57:12.867+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "c44b874e-eb23-49df-82e1-123474fcfc38", "parentComponentId": null }, { "bbox": { "h": 0.13, "w": 0.72, "x": 0.14, "y": 0.79 }, "kind": "other", "text": "12 These estimates are based on averages across the system. Should BPS choose to pursue this and designs the “right-sized” system, the specifics of which buildings will be affected will change the savings realized depending on factors such as the avoided future upgrades to buildings, the specific size, location, configuration, and current capacity vs. student population. A more focused BPS footprint will likely enable the district to direct resources more efficiently to all students and significantly reduce the real estate and facilities requiring upgrades and capital maintenance, potentially with substantial savings to the budget over time beyond the estimates included here from those avoided investment needs.", "attrs": null, "canon": { "kind": { "name": "Other", "slug": "other", "status": "active", "canonId": "019de52c-fa90-743c-8bf6-20d1fbe82b6d", "version": 1, "description": "Fallback when no canonical kind applies." }, "tool": null, "subkind": null, "framework": null }, "subkind": "source-note", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:57:12.867+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "e5dd13a1-b920-4cd2-9037-8f9babbe2511", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.72, "x": 0.14, "y": 0.11 }, "kind": "paragraph", "text": "opportunity, it could potentially save as much as $50-85m annually from consolidating 30-50 schools. Contemplating changes in the teaching force in the context of footprint reduction would require considering issues such as the impact on students, potential disproportionate impacts on different student populations, and any constraints that would make the outcome misaligned with the system's focus on teacher quality11. Were BPS to not incorporate changes to teacher workforce into its plans, cost reductions would likely be closer to $700K per school, or $21-35m.12", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:57:12.867+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "35046cde-9489-4144-8822-47b63b41b68e", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.72, "x": 0.14, "y": 0.49 }, "kind": "paragraph", "text": "School consolidation could yield a one-time benefit of ~$120-200m. School consolidation could also yield a significant one-time benefit of ~$120-200m in building sales or a substantial ongoing income from leasing redundant properties. The current BPS schools are valued by the City at an average of ~$4m. Depending on the number of schools consolidated, the city could have $120-200m in building physical assets it could sell or lease on the open market to generate additional funding.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:57:12.867+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "3e702430-1d5e-462e-9ceb-72c3606f5c93", "parentComponentId": null }, { "bbox": { "h": 0.22, "w": 0.72, "x": 0.14, "y": 0.26 }, "kind": "paragraph", "text": "Right-sizing the District would concentrate resources for existing students. Currently, with stretched resources, BPS often struggles to provide basic teaching and support services to students in the system. Right-sizing the District would concentrate support services and potentially free up additional funds for investment in a reduced footprint of schools. It also offers the opportunity to shutter underperforming schools and provide the students in those schools with higher performing options. It also provides an opportunity to close buildings with substantial future capital facility needs to avoid future expenditures. 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Charts\n19 Interviews with BPS leadership and management", "attrs": null, "canon": { "kind": { "name": "Annotation", "slug": "annotation", "status": "deprecated", "canonId": "019de52c-fa68-7188-a17b-7ee103bb6a9e", "version": 1, "description": "Legend, indicator or chart annotation." }, "tool": null, "subkind": { "name": "Source note", "slug": "source-note", "status": "active", "canonId": "019de52d-0552-777e-ab29-4c9a3e577794", "version": 1, "description": null }, "framework": null }, "subkind": "source-note", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:18.326+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "a1680abc-1e06-45ea-bea5-ea21ffddd8c4", "parentComponentId": null }, { "bbox": { "h": 0.06, "w": 0.72, "x": 0.14, "y": 0.19 }, "kind": "paragraph", "text": "Third, regardless of the inclusion model BPS selects (or continues to implement) to best serve students, it will be important to monitor implementation on an ongoing basis to ensure fidelity, to maintain an understanding of the evolving financial implications, and to make adjustments as needed.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:18.326+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "072355e8-70cb-442d-bd76-da709a237a7b", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.72, "x": 0.14, "y": 0.11 }, "kind": "paragraph", "text": "out support,” or “double-time supplemental support”17 would likely be less costly for BPS. Emerging information informs rough estimates that suggest that cost reductions of ~$40-50m in supporting the transition of substantially separate students into inclusion settings may be possible, and thus warrant further exploration.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:18.326+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "0a43fa65-bfa1-4b3e-82a0-75630f89dfca", "parentComponentId": null }, { "bbox": { "h": 0.07, "w": 0.72, "x": 0.14, "y": 0.37 }, "kind": "paragraph", "text": "BPS’ central office is in-line with typical spans of management, with a ratio of direct reports at each level of the organization that varies between 2.5 and 5.618. The size of the organization, however, could be trimmed, when looked at from the number of students the system supports. At the same time, cultural and goals alignment within the District is lacking from the top.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:18.326+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "2abbd342-731c-4473-9883-03c3b383c7f5", "parentComponentId": null }, { "bbox": { "h": 0.04, "w": 0.72, "x": 0.14, "y": 0.26 }, "kind": "paragraph", "text": "BPS is undertaking an important transition towards inclusion which holds promise for students. More attention is needed to the specific model and long-term cost of that model to allocate resources most effectively.", "attrs": null, "canon": { "kind": { "name": "Paragraph", "slug": "paragraph", "status": "active", "canonId": "5f2affc0-941d-4d07-959d-4bfc1930cea4", "version": 1, "description": "Single prose block in the body of a slide." }, "tool": null, "subkind": null, "framework": null }, "subkind": "paragraph", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:18.326+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "47b8ea74-afd6-420e-925e-3b82e800bfdf", "parentComponentId": null }, { "bbox": { "h": 0.18, "w": 0.72, "x": 0.14, "y": 0.45 }, "kind": "paragraph", "text": "Goal alignment within departments is strong, but there is no consensus on what the District’s goals are. At the department level, Values and Alignment surveys conducted as part of this review reveal an impressive level of goals alignment around department goals. However, department goals and district-wide goals are rarely connected19. Additionally, focus groups with parents, teachers and principals further underscore the lack of coherent direction being provided from the top. Part of the trouble here is that district goals are not clearly identified and pushed out to the district. In this vacuum, individual departments are filling the void, creating robust sets of goals. 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Design a fully aligned central office to support the new schools footprint. This includes designing a high-functioning central office organization and aligning it with future district support needs. 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Develop a robust understanding of the financial implications and benefits to students of the model currently being rolled out across the system", "attrs": null, "canon": { "kind": { "name": "List", "slug": "list", "status": "active", "canonId": "019de52c-f94b-779b-a53b-fd4904a5f4d2", "version": 1, "description": "Bullet or numbered list." }, "tool": null, "subkind": { "name": "Bullet list", "slug": "bullet", "status": "active", "canonId": "019de52c-fc98-7169-a083-5cab805076ca", "version": 1, "description": null }, "framework": null }, "subkind": "bullet", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:20.622+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "98d01524-6f4d-43fb-b31f-d6421c1c9fb9", "parentComponentId": null }, { "bbox": { "h": 0.09, "w": 0.62, "x": 0.19, "y": 0.39 }, "kind": "list", "text": "c. Reassess the pace and transition plans for SPED inclusion strategy and the specific model being used, potentially shortening time to capture benefits and reducing financial investment to get there. 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Investigate variances in SPED classification to understand why BPS diverges from state and national rates and potentially re-assessing to ensure proper classification. 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Review the current non-teaching staff allocations and ratios to understand the benefits the current approaches are (or are not) having for students and engage with principals, as appropriate, to determine if there are possible reallocations of resources to serve students more effectively\na. Investigate potential transportation savings. Decisions in this area will have to be made with adequate community and school input.\nb. Outsource custodial and maintenance services. This can capture savings immediately, but will require robust contract negotiations.\nc. 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