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  "documentTitle": "April 2015 McKinsey Operational Review BPS Summary of Audit",
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      "kind": "list",
      "text": "a. 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. This also includes developing and continuously improving efficient processes and ensuring that staff are equipped with the skills and capacity to be successful to take advantage of a better designed structure.",
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      "text": "d. Develop an approach to monitor inclusion implementation on an ongoing basis to ensure fidelity, to maintain an understanding of the evolving financial implications, and to make adjustments as needed",
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      "text": "b. Develop a robust understanding of the financial implications and benefits to students of the model currently being rolled out across the system",
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      "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. This should be weighed with potential District footprint, capital planning process and the ultimate effects on student services.",
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      "text": "a. Decide on whether to use contracted paraprofessionals and specialists. This decision must be made immediately for capture in SY15-16, given the calendar and bargaining constraints.",
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      "text": "e. Investigate variances in SPED classification to understand why BPS diverges from state and national rates and potentially re-assessing to ensure proper classification. Decisions to align SPED rates will likely require cultural shifts in the District, including a better set of centralized checks to ensure only students truly in need of services are being classified and that students in need of services are consistently identified.",
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      "text": "3) Opportunity to reorganize Central Office and non-teaching staff",
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      "text": "2) Opportunity to revisit and potentially accelerate special education reforms",
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      "text": "26 While FY16 budget has been approved, FY16 opportunities could still be pursued",
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      "text": "that planning can begin in time for SY16-17. BPS could develop a robust stakeholder consultation plan, while in parallel build a strong team to perform detailed analytics on a school-by-school basis to design the right BPS for Boston’s future. In addition, BPS will need to estimate and set aside funds to support the additional costs incurred during the transition to a better aligned footprint.",
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