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					                        Human Capital Development in Service of Children
                              in Oakland Unified School District
                                  DRAFT Discussion Paper
             Brigitte Marshall, Associate Superintendent, Human Resources Services and Support

The Human Capital Development Imperative for Change
Current OUSD Human Resource practices are failing children. We are not currently guided by a coherent plan
that systematically addresses the multiple components that must be aligned in order to ensure that our children
consistently receive instruction, support, services and care from outstanding adults.

We believe that if we pursue the following five guiding principles………

“The Oakland Way”
Recruit and retain people on the basis of their commitment to equity and social justice and to serving our
children. Recruit local, diverse staff representative of the demographics of our children.

Grow
Invest in the adults who have made a commitment to serve our children.
Offer training and development opportunities.
Provide career ladder advancement structures.
Support transition opportunities.

Recognize and Celebrate
Compensate staff competitively and equitably.
Reward excellence and celebrate achievement.

Excellence Uncompromised
Demand consistently high performance against clear standards.
Hold people accountable for failing to meet the standards.
Assertively pursue separation for those whose service undermines the success of our children.

Work Smart
Maintain consistently high-performing systems.
Use technology to improve systems effectiveness.

……then the successful implementation of well-designed Human Capital Development practices in
Oakland Unified School District will result in:

    A highly effective teacher in every classroom
    A highly effective leader at every school site
    A classified service made up of consistently high performers
    Accomplished central office leaders in every department
    High employee satisfaction
    Retention of effective staff
    A reputation throughout the Greater Bay Area that OUSD is THE place to work
    A competitive applicant pool for classified and certificated positions
    A lean, highly effective transactions/operations organization with low error rates and rapid issues
     resolution rate
                                                                                                     Page 1 of 6
                        Human Capital Development in Service of Children
                              in Oakland Unified School District
                                  DRAFT Discussion Paper
             Brigitte Marshall, Associate Superintendent, Human Resources Services and Support

                   Seven Key Practices of OUSD Human Capital Development

                        1.   Recruitment
                        2.   Preparation
                        3.   Training
                        4.   Matching
                        5.   Retention
                        6.   Policy
                        7.   Systems


Recruitment
What we want to be true:
Highly effective teachers and principals are in all our schools. Highly effective support staff works in all our
schools and departments. OUSD staff is representative of our student demographics; they demonstrate a
commitment to Social Justice and Equity, a commitment to the rejuvenation of the City of Oakland and a long-
term career within our district.

What we need to do:
Build a high functioning internal recruitment unit with the capacity to:
     Identify competitive certificated and classified candidates who are committed to the “Oakland Way.”
     Reestablish strong collaborative working relationships with local Institutions of Higher Education to
        develop credential program pipelines.
     Support schools and departments in all aspects of a timely hiring process.


Preparation
What we want to be true:
All OUSD staff feels well prepared for new assignments. Internship and induction programs support a
successful entry into our district. Current staff has access to transition training and experience a welcoming
work environment when they move from one school site or department to another.

What we need to do:
   Develop induction programs for all certificated and classified staff
   Create transition training for classified staff moving between schools and/or departments




                                                                                                       Page 2 of 6
                        Human Capital Development in Service of Children
                              in Oakland Unified School District
                                  DRAFT Discussion Paper
             Brigitte Marshall, Associate Superintendent, Human Resources Services and Support

Training
What we want to be true:
Certificated and classified staff has access to the ongoing professional development and training they need to
develop and improve their skills and to remain competitive. Staff is able to pursue credential and certificate
programs sponsored by OUSD.

What we need to do:
   Define effective certificated and classified performance
   Develop a credential program that supports Special Education teachers to clear their preliminary
      teaching credential
   Implement consistent, calibrated evaluation procedures according to prescribed timelines.
   Identify and provide coaching and support to certificated and classified staff who are not thriving.
   Develop certificated career ladder training opportunities.
   Develop a classified training program that allows classified staff to pursue articulated training
      components that are aligned to the demands of their jobs and positions them to be qualified for career
      advancement opportunities.


Matching
What we want to be true:
All staff in OUSD is well-situated to be successful. They participate in identifying placements that are a good fit
for their individual skills and talents. Staff who are not experiencing success are supported and coached to
improved performance, alternative placements within the district or transitions into other employment
opportunities outside of the district.

What we need to do:
   Develop a mutual matching process that prioritizes placement of staff based on potential for effective
      performance.
   Articulate and implement a set of tiered supports for staff who are not experiencing success.
   Articulate and implement an aligned plan that includes a rigorous evaluation system and inter-
      departmental collaboration (HR, Labor Relations and Legal) to transition our least effective staff to
      future opportunities outside of the district.
   Develop and implement exit interviews and/or surveys with staff who resign.




                                                                                                       Page 3 of 6
         Human Capital Development in Service of Children
               in Oakland Unified School District
                   DRAFT Discussion Paper
Brigitte Marshall, Associate Superintendent, Human Resources Services and Support




                                                                                    Page 4 of 6
         Human Capital Development in Service of Children
               in Oakland Unified School District
                   DRAFT Discussion Paper
Brigitte Marshall, Associate Superintendent, Human Resources Services and Support




                                                                                    Page 5 of 6
                       Human Capital Development in Service of Children
                             in Oakland Unified School District
                                 DRAFT Discussion Paper
             Brigitte Marshall, Associate Superintendent, Human Resources Services and Support

Retention
What we want to be true:
People want to work in OUSD, and once here, they stay. Career ladders are well articulated and the steps
necessary to achieve career advancement are transparent and well understood. OUSD staff routinely upgrade
their skills and leverage their experience and demonstrated competence to advance their careers within the
district.

What we need to do:
   Conduct a comprehensive compensation and classification analysis to form the basis of an overhaul and
      update of job classifications maintained by OUSD, matched to equitable and competitive compensation
      levels.
   Develop and implement a comprehensive rewards and recognition program.
   Provide career guidance and counseling to staff.


Policy
What we want to be true:
Collective bargaining agreements and state and federal laws support our efforts and our commitment to provide
a quality education to every child in Oakland.

What we need to do:
   Develop a collaborative labor strategy designed to create the conditions necessary to support the success
      of Oakland’s children.
   Research strategies to staff schools in a way that best serves children.
   Lobby and advocate for legislative change and/or waivers to remove current barriers to our effectiveness
      as a large urban school district.


Systems
What we want to be true:
Human capital information management in OUSD is reliable, complete and effectively supports multiple
operations. Key functions are web-based and on-line processing and tracking are the norm.

What we need to do:
   Develop one comprehensive Human Capital Database to maintain multiple data points relative to OUSD
      staffing.
   Develop and implement with consistency and fidelity technology-based tracking and quality assurance
      systems.




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DOCUMENT INFO
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posted:2/16/2012
language:English
pages:6
Description: A draft of an Oakland school district human resources document which proposes changing the system "in service of children."