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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 19:48:27.01+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "14a49527-58de-42de-8b8f-d1117ee5a7de", "parentComponentId": null }, { "bbox": { "h": 0.11, "w": 0.76, "x": 0.12, "y": 0.39 }, "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 17.8%), 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 19:48:27.01+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "34030974-9ce9-4490-b4b7-1fb72e38e3b0", "parentComponentId": null }, { "bbox": { "h": 0.19, "w": 0.76, "x": 0.12, "y": 0.63 }, "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 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.", "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 19:48:27.01+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5a8b989f-6e49-43f5-b868-910321bdf871", "parentComponentId": null }, { "bbox": { "h": 0.22, "w": 0.76, "x": 0.12, "y": 0.16 }, "kind": "paragraph", "text": "The BPS of 2015 exhibits some areas of strength, while facing numerous structural challenges. The system has an impressive talent pipeline, tapping into the incredibly rich network of colleges and universities in the area, with exceptional employees in many roles, at all levels of the system. The system gets high marks internally and externally (from parents, teachers and principals) on the responsiveness and strategic acumen of the Community Engagement and Technology offices. 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 19:48:27.01+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "63865288-5cda-4bd1-b39f-ea8273b8bd42", "parentComponentId": null }, { "bbox": { "h": 0.02, "w": 0.08, "x": 0.78, "y": 0.08 }, "kind": "paragraph", "text": "Proprietary", "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 19:48:27.01+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6e8af53c-209b-4d6c-8777-729b70d893a4", "parentComponentId": null }, { "bbox": { "h": 0.04, "w": 0.76, "x": 0.12, "y": 0.11 }, "kind": "paragraph", "text": "facilities, administrators and support. This leaves $4,051, or 23% of the per pupil total, to be spent directly at the general education classroom level.4", "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 19:48:27.01+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ccbbf11c-91dd-4d7e-b35a-07a77f21c421", "parentComponentId": null } ], "metrics": [], "tools": [ { "tool": { "name": "Executive summary", "slug": "executive-summary", "status": "active", "bestFor": null, "canonId": "019dd9e1-4b63-72d5-9734-da757d91ca61", "version": 1, "bodyDocId": null, "description": "A condensed view of the entire argument on a single slide / block.", "familyLabel": null, "categoryName": null, "categorySlug": null }, "agent": null, "layer": "slide", "agents": null, "matchId": "d5fed8b3-8fc3-4282-a177-4f38e6ee47a5", "evidence": "BPS has a set of structural challenges. 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Almost every arc opens here." }, "alignedBlockIds": null, "matchConfidence": 0.8 } ], "loops": [], "locked": true }, { "page": 4, "type": "resolution", "title": "The slide outlines a financial case for school consolidation based on facility utilization and operating cost structures.", "function": "size_opportunity", "rawType": "market_sizing", "block": null, "metadata": { "slideType": "market_sizing", "slideTypeCanon": { "name": "Market sizing", "slug": "market_sizing", "status": "active", "canonId": "019de52d-08c8-756c-8664-733b73a7ee7b", "version": 1, "description": null }, "function": "size_opportunity", "functionCanon": { "name": "Size opportunity", "slug": "size_opportunity", "status": "active", "canonId": "019de52d-147b-7568-8828-a74a27697618", "version": 1, "description": null }, "density": "overcrowded", "densityScore": 83, "componentCount": 6, "textChars": 2783, "nDataPoints": 8, "notes": "The slide outlines a financial case for school consolidation based on facility utilization and operating cost structures.", "elementsJson": null, "confidence": 0.95, "extraction": { "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "at": "2026-07-16 19:32:06.578+00", "seconds": 4.134, "promptVersion": "v2-canon-conditioned" } }, "links": { "slide": "/slides/019f6b8e-f3d6-73bd-b4c2-147b64423090/4", "deck": "/decks/019f6b8e-f3d6-73bd-b4c2-147b64423090", "deckAnchor": "/decks/019f6b8e-f3d6-73bd-b4c2-147b64423090#slide-4", "deckJson": "/decks/019f6b8e-f3d6-73bd-b4c2-147b64423090.json" }, "components": [ { "bbox": { "h": 0.06, "w": 0.76, "x": 0.12, "y": 0.44 }, "kind": "callout", "text": "School consolidations could net ~$1.7 – 2.2m per consolidated school in annual, run-rate cost reductions that could be reinvested.", "attrs": null, "canon": { "kind": { "name": "Callout", "slug": "callout", "status": "active", "canonId": "019de52c-f8d3-761a-8953-7d37080de5e2", "version": 1, "description": "Highlighted callout box." }, "tool": null, "subkind": { "name": "Primary callout", "slug": "primary", "status": "active", "canonId": "019de52c-fbd1-70eb-a9ce-8997f8674c1d", "version": 1, "description": null }, "framework": null }, "subkind": "primary", "groupRole": null, "confidence": null, "extraction": { "at": "2026-07-16 19:32:06.578+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "24d1b1b5-8b66-41a5-9bd2-a399337ec02a", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.76, "x": 0.12, "y": 0.77 }, "kind": "other", "text": "6 BPS Facilities Data, 2011\n7 This represents a school build-up based on financial averages across BPS schools. 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.\n8 A review of current facilities is now in process to identify the current state of facilities across the system as a critical input into developing the future footprint of BPS.\n9 Closing Public Schools in Philadelphia - Lessons from Six Urban Districts, the Philadelphia Research Initiative, PEW Charitable Trusts, October 19, 2011", "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 19:32:06.578+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ebd12994-63de-438a-8833-8b229b9e805c", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.76, "x": 0.12, "y": 0.51 }, "kind": "paragraph", "text": "The average cost of operating a school within BPS is $4.6m. This includes classroom staff costs, 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 in the other categories. Consolidating a typical school in the District would, on average, save $1.7-2.2m per year, even assuming that significant migration of instructional staff into remaining schools would be required. These cost reductions would come from both operating and maintaining buildings from facilities and administrative costs as well as staff costs. Other systems that have undergone consolidation have seen typical per-building cost reductions of $330-726K 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", "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 19:32:06.578+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "2799499f-e0ae-4d45-8da2-fa159e62f2fc", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.76, "x": 0.12, "y": 0.15 }, "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 BPS 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 19:32:06.578+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "de6c5f6c-94f3-48ce-a97a-577404b92ff5", "parentComponentId": null }, { "bbox": { "h": 0.12, "w": 0.76, "x": 0.12, "y": 0.31 }, "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 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 19:32:06.578+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "ea4d5d3a-319f-4a64-9cb8-ac9abee52a48", "parentComponentId": null }, { "bbox": { "h": 0.03, "w": 0.45, "x": 0.12, "y": 0.11 }, "kind": "title", "text": "1) OPPORTUNITY TO CONSOLIDATE 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 19:32:06.578+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "73f590ad-166e-4d9b-b0c3-9beeaa9c4254", "parentComponentId": null } ], "metrics": [], "tools": [], "frameworks": [], "arcBeats": [ { "to": 6, "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": "22f7597c-ba35-49a6-80e7-a334bf4294d5", "matchId": "b6389126-9254-4dea-af7a-db17387ebec8", "beatType": { "name": "Problem & Complication", "slug": "consultants-gambit-problem-complication", "status": "active", "canonId": "019dd9b8-064a-777f-a374-e9a8c43dedd4", "version": 1, "description": null }, "evidence": "Opportunities to consolidate schools and revisit special education reforms", "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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If BPS were to pursue both the staff and operational opportunity, it could potentially free up as much as $1.7-2.2m annually per school consolidated to be reinvested elsewhere for students.", "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 19:32:05.468+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "5b25d859-d45a-4bdd-89d9-892e3f35c2b1", "parentComponentId": null }, { "bbox": { "h": 0.06, "w": 0.78, "x": 0.11, "y": 0.29 }, "kind": "paragraph", "text": "Aligning the District footprint with student needs would concentrate resources for existing students. 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A move closer to the Massachusetts average rate (16.5%) could potentially net ~$15m in annual cost reductions.", "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 19:32:05.669+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "0a18ac6d-cedf-4e45-be51-e113112cdfaa", "parentComponentId": null }, { "bbox": { "h": 0.06, "w": 0.78, "x": 0.11, "y": 0.68 }, "kind": "paragraph", "text": "BPS has a current opportunity to shift paraprofessional and related service providers to a contracted basis, freeing up ~$15-20m.", "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 19:32:05.669+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "48367ab2-12c7-4549-98f8-7c5de484e395", "parentComponentId": null }, { "bbox": { "h": 0.08, "w": 0.78, "x": 0.11, "y": 0.25 }, "kind": "paragraph", "text": "BPS has one of the highest rates of classification of Students with Disabilities (SWD) in the nation, at 20% of students. 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Assumptions around the number of new General Education classrooms that will need to be created under Boston's model and the average number of inclusion students to be in a given inclusion classroom have a significant impact on whether the proposed approach will yield cost reductions, will break even, or will actually incur additional costs for the System. Under 2 potential scenarios, BPS could either see a cost increase of ~$40m per year or a cost reduction of ~$25m18. The range of these scenarios and the current lack of a specific financial plan regarding the rollout of inclusion has three key implications. First, the System will want to take a deeper and more detailed understanding of the costs inherent in the model that is currently being", "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 19:32:10.131+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "542a956e-e988-4ef1-befc-e2a5f88a5263", "parentComponentId": null }, { "bbox": { "h": 0.25, "w": 0.8, "x": 0.1, "y": 0.22 }, "kind": "paragraph", "text": "As planned, the system-wide transition is planned to last 10 years. Beginning in SY14-15, BPS began moving towards an inclusion model of special education that phases-in classrooms by network, over a 13 year period. To achieve this phase-in, the District's special education budget will grow to as much as ~$6m16 more annually than current budgets, as investments initially outpace cost reductions. A long-term phase in of this nature will naturally not impact the bulk of students who will graduate out in that time. There is opportunity to expedite the transition to inclusion to reach more students quickly, but this will likely require investment to be successful. Deciding to accelerate the transition should also thoughtfully consider the potential impacts (both positive and negative) on students. Further investigation is needed, but a target of 5 years would reach many more students, sooner. The core aspiration is to improve outcomes for BPS' Special Education students in line with research that supports the benefits of inclusion.17", "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 19:32:10.131+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6f2e0866-b01e-4894-88cf-0e06649e1d24", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.8, "x": 0.1, "y": 0.16 }, "kind": "paragraph", "text": "BPS' planned move towards inclusion to benefit students will impact over 10% of the system's budget. Deeper understanding of the cost implications of rolling out the current approach and consideration of alternative approaches is warranted.", "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 19:32:10.131+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "9c478384-b503-4f26-8a1b-fe4c1fa1a4f9", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.8, "x": 0.1, "y": 0.1 }, "kind": "paragraph", "text": "save as much as $10m per year. Additionally, students currently benefit from services that could be procured at a reduced cost from outside providers, with no change in services. This could also provide as much as $10m for reinvestment.", "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 19:32:10.131+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "bc68434c-42ed-48bd-8717-24a2e54ef8bc", "parentComponentId": null }, { "bbox": { "h": 0.15, "w": 0.8, "x": 0.1, "y": 0.75 }, "kind": "source-note", "text": "16 BPS Office of Special Education, preliminary estimates\n17 Review of Special Education in the Commonwealth of Massachusetts: A Synthesis Report,\" August 2014\n18 For example, if BPS needs to open four new General Education classrooms for every 10 inclusion classrooms created and 2-3 students from substantially separate settings are incorporated into inclusion classrooms on average, the steady state cost to the system could be ~$40m higher per year. 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Charts", "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 19:33:18.573+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "6e3f80db-f735-4ed3-b440-ebe84c00b2a4", "parentComponentId": null }, { "bbox": { "h": 0.05, "w": 0.78, "x": 0.11, "y": 0.11 }, "kind": "paragraph", "text": "rolled out. This would include moving beyond high-level assumptions to do more specific school-by-school modeling and understanding to gain confidence in the financial projections.", "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 19:33:18.573+00", "model": "google/gemini-3.1-flash-lite-preview", "runId": null, "seconds": null, "promptVersion": null }, "componentId": "12bd1b3d-2f3c-447d-9645-3deec3597d7a", "parentComponentId": null }, { "bbox": { "h": 0.13, "w": 0.78, "x": 0.11, "y": 0.17 }, "kind": "paragraph", "text": "Second, the System could consider other models for inclusion that other systems have found beneficial for their students and understand the potential benefits to BPS students and the associated costs. 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