3/11/2014 1 wave 2 redesign proposal oakland unified school district march 11, 2014
TRANSCRIPT
04/10/231
Wave 2 Redesign Proposal
Oakland Unified School District
April 10, 2023
DRAFT V.60b CONFIDENTIAL (04/10/23)
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All students read and write by the end of 3rd grade.
All students succeed in algebra by the end of 9th grade.
All students graduate prepared to succeed in college and the workplace.
All students and adults respect one another and work together across cultures.
All employees are high performers.
All schools are clean, healthy, and safe.
The OUSD Community will ensure that:
Year District GoalsOUSD students will be caring, competent, critical thinkers with 21st century
literacy, numeracy, and civic participation.
College Readiness
Cultural Responsiveness & Emotional Security
Clean, Healthy, & Safe Learning Environment
Accelerated Achievement
5
DRAFT V.60b CONFIDENTIAL (04/10/23)
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State Administrator
Financial Services
Facilities
Information Technology
Research & Assessment
Adult & Career Education
Service Organization Educational Leadership Organization
Special Ed
Family &Community
Office
CBOInvestment Framework
CAOMAAP
Framework
CCAComPAS
Framework
− Legal Services & Labor Relations− Communications− ES! Program Mgmt Office− Board Secretary− Chief of Staff
Strategy Group
Network Officers
Principals
Elementary SchoolsMiddle SchoolsHigh Schools
Board of Education
School Portfolio
Mgmt
Procurement & Distribution
Instructional Services
Complementary Learning
Ops Support
LegendPink=new area, Blue= redesign an existing unit within an area, Yellow= add new unit to existing area, Purple=new reporting relationship
CSO Performance Mgt.
Framework
Attend and Achieve
Human Resources
Food Services
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Redesign Principles for Wave 2
• Align organization with the 5 Year District Goals• Design new areas based on customer needs• Develop overall organizational design with enough specificity to hire new leaders and
allow for further refinements with ongoing feedback of staff and customers. • Design efficiency gains to more effectively leverage existing resources. • Central office redesign must balance existing resources in the same fiscal year
– Cap the number of executive positions – Align development of new positions with job classification and compensation
study• Focus on Quality Improvement by engaging new leaders and staff to:
– Set customer-driven performance metrics for each new area– Develop “Continuous Process Improvement” (CPI) skills to enable ongoing
service improvements and resource efficiencies. • Shift from “clean sheet redesign” which included elimination of all positions to a more
targeted approach with less job elimination and more realignment of existing positions and staff.
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Wave 2 Redesign Overview
1. Family & Community Office (CCA)
2. School Portfolio Management Office (CCA/ CAO)
3. Complementary Learning Service Area (CSO)
4. College Affairs Office within Instructional Services (CSO)
5. Special Programs Service Unit within Instructional Services (CSO)
6. Federal and State Compliance Services within Financial Services (CFO)
Wave 2 Redesign includes the development of the following new organization units.
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Wave 3 Redesign
• Wave 3 Redesign units include:
1. Special Education
2. Building and Grounds
3. Food Services
4. Facilities Management
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Family / Community Office: Overview
Vision
The vision for the Office of Family and Community is to provide comprehensive services to support OUSD families and the community with the goal of outstanding education for every child. The office will empower families to make informed decisions about their schools as advocates, leaders and partners in learning.
Customer
• Students
• Families
• Community
• District Staff
2007-2008 Goals
I. Provide learning, support, and services for parents and caregivers including parent education and expanded community partnership development.
II. Expand school capacity to create professional learning communities for site based staff utilizing parent liaisons, community coordinators, and outreach consultants.
III. Support reduced expulsions and increased enrollment by training 100% of Central Office and Site Administrators in support of the Discipline Hearing Panel rotating administrator model.
IV. Provide placement and testing services for parents and facilitate an options process that facilitates parent choice for a quality neighborhood school or a district school option.
V. Provide coherent, supportive and comprehensive service for transitional families and students.
DRAFT V.60b CONFIDENTIAL (04/10/23)
Director Family & Community
Office
Placement &Testing
Coordinator
Principal on Special Assignment
DHP
Testing & PlacementSpecialists (12)
Assistant PrincipalOn Special Assignment
DHPOptions Specialist
SecretarySecondary PlacementSpecialist (Counselor)
SpecialistSpecial Placements
DHP Case Manager
Coordinator Community &Engagement
Student EngagementSpecialist (2)
Family Community Engagement
Specialist
Family Parent Liaisons
(5)
District Parent AdvisorySpecialists (3)
Admin II
Receptionist
Admin I(1)
Translation Specialists
(7)
Program ManagerTransitional Families
Transitional Students & Families Specialist
(4)
Family & Community Office
•Placement office will require funds in order to hire administrative consultants during peak times of the year.
**One Student Engagement position dedicated to
Inside/Outside initiative
Heroes
OACEParent Education & Community Based
English TutoringAdministrator on Special Assignment
CDC PlacementSPED Placement
DRAFT V.60b CONFIDENTIAL (04/10/23)
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School Portfolio Management: Overview
Vision
Every family will have access to at least two quality school options in their neighborhood, and the ability to select from a diverse range of educational options throughout Oakland
Customer
• Strategy Group
• Network Officers
2007-2008 Goals
I. Fully launched Tiered Support & Intervention model
II. Redesigned Charter School division of School Portfolio Management
III. Strategic decision making processes regarding any adjustments needed within portfolio
DRAFT V.60b CONFIDENTIAL (04/10/23)
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School Portfolio Management
DirectorSchool Portfolio Management
Demographer CoordinatorCharter Schools
Fiscal Analyst Compliance SpecialistCharter Schools
CoordinatorSchool Support & Intervention
Office Manager Data Analyst (.5)
CAO CCA
.75.25
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Complementary Learning: Overview
Vision
All students receive the academic, health, and socio-emotional support necessary to engender academic success and holistic development. Learning takes place in all contexts and doesn’t privilege one learning place. The intentional alignment and multiple linkages of complementary learning create the pathways so that all children can succeed.
Customers
• Students preK-12
• Families
• Community
• District Staff
2007-2008 Goals
I. Support a district-wide culture shift to promote the concept of intentionally linking schools with other entities through leadership and staff education.
II. Make available a menu of best practice instructional approaches (including pedagogy and content knowledge) and provide it to schools to utilize in extended learning programs.
III. Align extended learning curriculum and instruction with school day to reinforce and complement classroom-based learning.
IV. Promote kindergarten readiness through curricular alignment and district-wide transition planning and programs.
V. Summer school program (transition grades, recovery focus, graduation focus, summer learning loss, enrichment focus, gifted focus)
DRAFT V.60b CONFIDENTIAL (04/10/23)
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EXOComplementary Learning
Health Services Coordinator
Program ManagerIntegrated Support Services
Admin II
Central OfficeProgram Mgr (1)
Nurses (7.2)
Admin I (.5)
SPED Nurses
Admin II
Case Managers(3)
MAA/LEA CommunityProgram Assistant
Specialist: Atlantic Philanthropies
After School ProgramsCoordinator
Office Manager
After School ProgramsManagers
(2)
Community SchoolCoordinator
Early Childhood Education Director
ECE Central Staff(19)
CDC Sites(35 sites)(395 staff)
Enrollment Center(4)
SES Program Mgr
SES Admin I
SupervisorClinical Behavioral Health
School Site Nurses
Garden SpecialistProgram Implementation
Registered DieticianNutrition Educator (.5)
Complementary Learning Service Area
DRAFT V.60b CONFIDENTIAL (04/10/23)
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College Affairs Office: Overview
Vision
A service organization which promotes a ‘College Going Culture’, by leveraging relationships within the local and national community; to ensure that all secondary school students, including those with Alternative Educational needs, have the means, opportunity, and preparation to attend college.
Customer
• Students• Families• Community• Principals
2007-2008 Goals
I. Continued development of increased and better services to all secondary school studentsII. Initiate broad initiatives, from to build more community resources and program optionsIII. Provide increased accountability by capturing and analyzing more data, to track student success
and participation in CGC, while increasing access to A-G courses and counseling to both students and families
IV. Continued education of students and families around OUSD graduation requirements, Community College options, college application preparation, financial aid and scholarship to-do’s, internships and apprenticeship…etc.
V. Provide better coordination among service providers, both within and outside of OUSD, including: WASC, AVID, OAL, College Board, College Summit, UC Berkeley, Peralta Community College District, Project SOAR, BUILD, East Bay Consortium, Mills College, CSU East Bay
VI. Provide increased and specific assistance to OAL (Oakland Athletic League), to bolster their range of services and breath of programs offered.
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Administrator onSpecial Assignment
AlternativeEducation
Counselors(5) ROTC
Oakland AthleticLeague
OAL Coordinator
OAL ProgramAssistant
Coordinator,Alt. Ed.
Teacher Temp.Alt. Placement
Instructional AideTAP Center
Admin Asst II (.5)
DHP Case Manger
Teacher; SPED(2)
College Affairs Office
School ToCareer
WASCAVID
College BoardCollege SummitProject SOAR
BUILD
Teacher HomeAnd Hospital
Teacher H&H;Children’s Hospital
Teacher H&H;Home Program
Teacher H&H;Trans. Students
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Special Programs Service Unit within IS: Overview
Vision
To create and promote positive climate and learning environments for all students and staff by implementing a variety of instructional programs and resources that meets state and federal requirements.
Customer
• School Sites
• Teachers, Parents, Students
2007-2008 Goals
I. Collaborate with New Teacher Support and Development Department on classroom management, training, and support.
II. Implement Second Step Violence Prevention curriculum in 32 preschools, 65 elementary schools,and 15 middle schools.
III. Implement Too Good for Violence in 8 middle schools
IV. Implement Too Good for Drugs and Violence in 9th grade in all high schools
V. Improve implementation of middle and high school peer mediation/conflict resolution programs.
DRAFT V.60b CONFIDENTIAL (04/10/23)
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SPECIAL PROGRAMS (Instructional Services)
EXOInstructional Services
ManagerCurricular Programs
ManagerMath & Science
Program ManagerViolence Prevention Program Manager Content
Community Program AssistantPrevention & Intervention
Existing IS Programs(9)
Admin 1Community Program Assistant
Second Step
District Psychologist(.15)
VRP
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Federal and State Compliance Services: Overview
Vision
To provide compliance across Educational and Service organizations including all Federal and State compliance requirements. This includes Williams Act, NCLB, attendance, instructional minutes, grants and all relevant California Education Code requirements
Customer
• Strategy Group
• Network Officers
•Schools
2007-2008 Goals
I. Prevent audit findings with questionable costs through development of tools and processes to facilitate effective compliance.
II. Monitor and educate District leaders on new and existing compliance issues.
III. Provide technical assistance to other key departments in developing necessary Federal and State reports.
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Federal and State Compliance Services
CBO
EXOFinancial Services
DirectorFederal & State Compliance
Compliance Program Manager Service Team Assistant 1 Service Team Assistant II Grants Writer
Administrator CategoricalPrograms
Admin I CategoricalPrograms
DRAFT V.60b CONFIDENTIAL (04/10/23)
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Staffing Summary
• We are creating 50 new positions and eliminating and/or realigning 43 positions.
• We have modified/ updated 15 positions.
• 12 Bilingual Testing Clerks and 3 Student Assignment Specialists have been combined into a new unit and will be assigned to new positions in the Family Community Office.
• Position eliminations include 6 certificated vacancies and 8 classified vacancies/ retirements which reduces the number of employees impacted from 43 to 29, and 15 of these are re-alignments (see point above).
• All employees whose positions are eliminate are encouraged to apply for new positions, although many have seniority and bumping rights to other positions in the district.