3/11/2014 1 Wave 2 Redesign Proposal Oakland Unified School District March 11, 2014

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


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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


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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.


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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.


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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


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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.


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


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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


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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


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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)


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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


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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.


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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


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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.


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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


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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.


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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


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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.

Documents

3/11/2014 1 Wave 2 Redesign Proposal Oakland Unified School District March 11, 2014