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  "documentTitle": "April 2015 Summary of BPS Operational Review 2",
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      "text": "4 Boston Public Schools 2015 internal data\n5 Massachusetts Department of Elementary and Secondary Education, 2013",
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      "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.",
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      "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.",
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      "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.",
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      "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.",
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      "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",
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