Wave 2 Redesign Proposal

1. Oakland Unified School District Wave 2 Redesign Proposal November 10, 2014

2. Accelerated Achievement College Readiness Cultural Responsiveness & Emotional Security Clean, Healthy, & Safe Learning Environment 5 Year District Goals OUSD students will be caring, competent, critical thinkers with 21st century literacy, numeracy, and civic participation. The OUSD Community will ensure that: • 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.

3. Legal Services & Labor Relations • Communications • ES! Program Mgmt Office • Board Secretary • Chief of Staff Board of Education State Administrator Service Organization Educational Leadership Organization Strategy Group CBOInvestment Framework CSOPerformance Mgt. Framework CAOMAAP Framework CCAComPAS Framework Instructional Services Network Officers Financial Services Research & Assessment Information Technology School Portfolio Mgmt Family & Community Office Special Ed Complementary Learning Facilities Adult & Career Education Procurement & Distribution Principals Elementary Schools Middle Schools High Schools Ops Support Food Services Attend and Achieve LegendPink=new area,Blue= redesign an existing unit within an area,Yellow= add new unit to existing area, Purple=new reporting relationship Human Resources

4. 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.

5. Wave 2 Redesign Overview • Family & Community Office (CCA) • School Portfolio Management Office (CCA/ CAO) • Complementary Learning Service Area (CSO) • College Affairs Office within Instructional Services (CSO) • Special Programs Service Unit within Instructional Services (CSO) • Federal and State Compliance Services within Financial Services (CFO) Wave 2 Redesign includes the development of the following new organization units.

6. Wave 3 Redesign • Wave 3 Redesign units include: • Special Education • Building and Grounds • Food Services • Facilities Management

7. Family / Community Office: Overview Vision Customer 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. • Students • Families • Community • District Staff 2007-2008 Goals • Provide learning, support, and services for parents and caregivers including parent education and expanded community partnership development. • Expand school capacity to create professional learning communities for site based staff utilizing parent liaisons, community coordinators, and outreach consultants. • 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. • 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. • Provide coherent, supportive and comprehensive service for transitional families and students.

8. Family & Community Office OACE Parent Education & Community Based English Tutoring Administrator on Special Assignment Heroes **One Student Engagement position dedicated to Inside/Outside initiative CDC Placement SPED Placement • Placement office will require funds in order to hire administrative consultants during peak times of the year.

9. School Portfolio Management: Overview Vision Customer 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 • Strategy Group • Network Officers 2007-2008 Goals • Fully launched Tiered Support & Intervention model • Redesigned Charter School division of School Portfolio Management • Strategic decision making processes regarding any adjustments needed within portfolio

10. School Portfolio Management CAO CCA .25 .75

11. Complementary Learning: Overview Vision Customers 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. • Students preK-12 • Families • Community • District Staff 2007-2008 Goals • Support a district-wide culture shift to promote the concept of intentionally linking schools with other entities through leadership and staff education. • 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. • Align extended learning curriculum and instruction with school day to reinforce and complement classroom-based learning. • Promote kindergarten readiness through curricular alignment and district-wide transition planning and programs. • Summer school program (transition grades, recovery focus, graduation focus, summer learning loss, enrichment focus, gifted focus)

12. Complementary Learning Service Area

13. College Affairs Office: Overview Vision Customer 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. • Students • Families • Community • Principals 2007-2008 Goals • Continued development of increased and better services to all secondary school students • Initiate broad initiatives, from to build more community resources and program options • 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 • 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. • 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 • Provide increased and specific assistance to OAL (Oakland Athletic League), to bolster their range of services and breath of programs offered.

14. College Affairs Office School To Career WASC AVID College Board College Summit Project SOAR BUILD Teacher Home And Hospital Teacher H&H; Children’s Hospital Teacher H&H; Home Program Teacher H&H; Trans. Students

15. Special Programs Service Unit within IS: Overview Vision Customer 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. • School Sites • Teachers, Parents, Students 2007-2008 Goals • Collaborate with New Teacher Support and Development Department on classroom management, training, and support. • Implement Second Step Violence Prevention curriculum in 32 preschools, 65 elementary schools,and 15 middle schools. • Implement Too Good for Violence in 8 middle schools • Implement Too Good for Drugs and Violence in 9th grade in all high schools • Improve implementation of middle and high school peer mediation/conflict resolution programs.

16. SPECIAL PROGRAMS (Instructional Services)

17. Federal and State Compliance Services: Overview Vision Customer 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 • Strategy Group • Network Officers • Schools 2007-2008 Goals • Prevent audit findings with questionable costs through development of tools and processes to facilitate effective compliance. • Monitor and educate District leaders on new and existing compliance issues. • Provide technical assistance to other key departments in developing necessary Federal and State reports.

18. Federal and State Compliance Services

19. 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.