Stabilization, Recovery and Renewal

1
Stabilization, Recovery and Renewal A plan for
educating Oaklands children within, through and
beyond financial crisis
October 2003
2
Vision Statement

• The cornerstone of the Oakland Unified
  School District is the belief that every student
  can achieve at a high level, when provided the
  opportunity.

3
Mission Statement

• The mission of Oakland Unified School
  District is to provide an educational learning
  community that focuses exclusively on student
  achievement in every aspect of daily activities.

4
The Essential Question

• How will the expenditure of my
  resources (manpower and money) impact student
  achievement over a sustained, and measurable,
  period of time.

5
Six Keys to Success

• Every Principal an Instructional
  Leader/Entrepreneur
• Schools Control Own Budgets
• Accountability for Performance Budgets
• Cost Reductions Revenue Enhancement
• Burning Focus on Student Achievement
• Small Community of Learners
• Choices Among Unique Schools

6
Effective fiscal recovery strategy depends on
conditions

Rising costs, rising revenues gt cut to recover
revenue
cost
time

Rising costs, flat revenues gt cut to recover
revenue
cost
time
revenue

Rising costs, declining revenues /gt cuts do not
achieve recovery
cost
Oaklands conditions
time
7
Two simultaneous actions are needed to achieve
recovery in Oakland
1. Aggressive cost reduction 2. Aggressive
revenue enhancement
1

revenue
2
cost
time
crisis
8
Fiscal recovery must be achieved through cost
reduction and revenue enhancement
Structural Revenue Enhancement
Structural Cost Reduction

• Increase quantity served
• Grow market (bring more families to the city)
• Increase market share (get and keep more students
  in Oakland district)
• Increase price and/or capture value
• - Increase revenue limit
• - Capture existing allocated revenue (ADA, class
  size reduction, reimbursements, etc.)
• - Capture new revenue (grants office,
  funders/partners, entrepreneurship)

• Reduce labor costs
• Improve efficiency of central and school
  operations
• Establish controls

Options for action

• Recreate schools
• Use data to drive decision-making
• Create an investment culture
• Tie incentives to changes in behavior

• Reduce salaries and benefits
• Eliminate non-essential, poorly delivered
  services
• Strategic investment in infrastructure

How to achieve
9
Annual revenue enhancement potential
50 million
If the same of students who started
kindergarten graduated If the attendance of all
current students was increased by 5 If
reimbursements were maximized If we continue to
attract private funding for small schools Other
revenue generating potential (grants office, SIP,
entrepreneurship) TOTAL
12 million
gt3 million
5 million
10 million
80 million
10
OUSD roles for simultaneous recovery strategy
District oversight Focus on cost reduction
School re-creation Focus on student achievement
revenue
Provide leadership and vision for breaking old
school mold - Select and develops site leadership
(principals) - Develop models of new schools and
practices and take to scale - Attract and retain
students and teachers Support schools - Build
tools and structures for school improvement -
Ensure accountability - Provide differentiated
instructional support and capacity
building Builds community - Support local
organizations in developing community capacity
and engagement

• Stabilize system and establishes controls
• - Manage structural cost reduction strategies
• - Streamline central and school operations
• Build data infrastructure
• Technology
• Financial data mgmt
• Student data management
• Human resource data mgmt
• Improve physical infrastructure
• Facilities master planning
• Construction and mod mgmt

11

IMAGINE A DISTRICT WHERE
Schools are
All schools share a common core set of
characteristics they are all academically
rigorous, equity oriented, community-driven and
focused on teaching and learning All schools
are small enough to allow students, their
families, and teachers to know each other well
and develop strong learning relationships Each
school has control over the conditions of its
success (budget, curriculum, staffing, etc.) and
a new relationship with the central
administration A wide variety of autonomous
schools in the district appeal to different
learning styles and interests to allow
student/parent choice Individuals in the school
hold themselves accountable for student success
and demonstrate that success on state mandated
tests, school selected metrics and through the
satisfaction of its community of students,
teachers and families
New
Small
Autonomous
Schools of Choice
Accountable
12
IMAGINE A DISTRICT WHERE

The central hub is
Supports schools so they can focus on
relationships and teaching and learning creates
systems for supporting education that operate at
a human scale Minimizes fixed costs focuses
on continuous improvement and innovation and new
paradigms of service rapidly adapts to a
changing environment Facilitates the delivery
of quality support services with common
characteristics updated technology, best
business practices and services tailored to
schools needs Cost and time efficient in
delivery of services driven by the reality that
schools control their budgets and choose to
purchase services in a competitive
marketplace Responsive to schools needs holds
itself accountable by measuring schools
satisfaction with services leverages
opportunities in the community and
marketplace Acts as a coordinating hub that
facilitates flow of information and best
practices between schools, central hub and
outside world
New
Flexible
Effective
Efficient
Responsive
Network
13
Two pathways for schools from the current system
to LESN
Incubation
Local Education Support Network (LESN)
Dysfunctional District with captive schools
Autonomy
Capacity Building
14
Conclusions

• The Six Keys to Success keep us focused.
• Student attendance is vital to our economic
  recovery.
• Small Schools will increase student achievement.
• We must become more efficient and cost-effective.
• At every level, leadership is the answer.

15
Six Keys to Success

• Every Principal an Instructional
  Leader/Entrepreneur
• Schools Control Own Budgets
• Accountability for Performance Budgets
• Cost Reductions Revenue Enhancement
• Burning Focus on Student Achievement
• Small Community of Learners
• Choices Among Unique Schools