Service Organization Overview October, 2006

1. Oakland Unified School District Redesign Oakland Unified School District Service Organization Overview October, 2006

2. Why is the Services Organization key to Performance Management? Align all departments around student achievement • Focuses the transformation of central office to a Service Organization. • To date, accountability in education has solely been focused on the school and academic performance • Central Office, as a new Services Organization is now willing to be held to the measurable standards which creates a parallel accountability system. Long Term Goal of the Services Organization: Transform traditional central office into professional services organization that provides services in a school based market economy so that Schools and the Educational Leadership Group can focus on instruction and student achievement.

3. The leadership team of the Services Organization has created a business plan the consists of five key strategies that will enable the Services Organization to achieve its goal of becoming a high quality, cost effective service provider. The Services Org A high quality, cost effective service provider Technology Culture Professional Development Performance Management Service Economy Infrastructure

4. 1. Technology Description Building an on-line training and performance support environment and improving current transactional systems that empower service providers and customers. Initiatives • Online training and performance support system • IFAS enhancements to ensure effective delivery of services • Service Org Intranet enhancement • Data governance & monitoring Expected Outcomes • Reliable, cost-effective services • Sustainable, efficient training models that increase the performance levels of all employees

5. 2. Culture Description Developing a shared vision and culture that recognizes employees and managers for providing outstanding service on all five dimensions of customer focus (e.g. RATER model) and for continuous process improvement. Initiatives • Roll out of customer focus professional development to reframe Service Economy • Reward and recognition program • Development of a continuous process improvement culture (e.g. Six-Sigma, Baldridge) Expected Outcomes • Shared understanding and commitment to Service Economy as social justice and business perspective (i.e. parents viewed as having assets). • High ratings for customer satisfaction • Lower turnover amongst Services Organization staff

6. 3. Professional Development Description Implementing a comprehensive professional development plan for all managers and staff within the Service Organization and at schools that build competency in customer focus, technology proficiency and operational effectiveness. Initiatives • Non Instructional professional development plan • Instructional professional development plan Expected Outcomes • Support of the development of instructional capacity of principals and teachers • Higher quality service • High customer satisfaction ratings • Technological proficiency for staff and customers

7. 4. Performance Management Description Clearly defining, tracking, and reporting on service delivery for each service area and ensuring that all leaders provide staff with fair and timely performance feedback and evaluation. Initiatives • Integrating Use Your Voice survey results into daily operations • Tracking and reporting of service standards for each service area to key customers (e.g. SG, NxOs, Principals) • Data-driven performance evaluations Expected Outcomes • Improved staff performance • High levels of customer service

8. 5. Service Economy Infrastructure Description Building the infrastructure necessary to operate effectively. This includes setting service offerings according to demand, developing a billing system, and creating an organizational structure to best meet demand for services. Initiatives • Make core services visible to schools using service standards and cost per service • Vendor Management process and tools • Service delivery tools (e.g. internal billing) • Quarterly budget reconciliations for central office Expected Outcomes • Timely fulfillment of customer demand • Timely and reliable billing of services • Cost-effective organizational structure

9. The customer value chain starts by viewing all Oakland families as having financial assets that can be converted into revenue for the district when families enroll their children in OUSD versus a charter or private school. The Board Teachers Classified Staff Vendors Regulators Network Leaders The Services Org Direct Customers Ultimate Consumers Beneficiaries Partners The Strategy Group Students & Families • Serve each other cost is included in total price Principals/ SSCs High level of leadership High level of service High level of student achievement Ultimate consumers: Children, families and the communityAll of our decisions and services should focus on children, families and the community.Direct customers: Strategy Group, Network Executive Officers, and PrincipalsThe Services Org’s primary point of contact for “purchasing” decisions.Beneficiaries: Teachers and classified staffLeverage our services to increase student achievement, but they do not directly acquire (“purchase”) services from the us. Service Org will support them to improve working conditions.Partners: Regulators (state, federal and local) and vendorsStakeholders that we work with to ensure that our services are the highest level of quality for our customers.

10. Creating a Positive Customer Service Experience Climbing the Satisfaction-Loyalty Curve means moving the customer experience from random, to predictable, to differentiated. Customer Loyalty DifferentiatedExperience Stage 2 • Consistent • Intentional • Distinct • Valuable Stage 1 PredictableExperience • Consistent • Intentional RandomExperience