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Unformatted text preview: IF THE LOS ANGELES UNIFIED SCHOOL DISTRICT (LAUSD) WENT INTO RECEIVERSHIP, HOW SHOULD IT RESTRUCTURE TO DELIVER QUALITY SCHOOLS TO LOW-INCOME STUDENTS? Introduction LAUSD is experiencing a budget crisis that parallels that of the State of California Limited funding is handled inefficiently; could reach receivership soon Appendix I [note 1] Structure and employee duties do not support schools effectively Culture, accountability, and great leaders. Easy to guide reform around the latter two, because they are tangible; however, culture is the most important Talk about accountability being the overarching goal of the entire reform initiative; currently a culture of low accountability with no consequences, which decreases operational performance. Accountability based on performance, not compliance. Need constant, transparent feedback Reform has to happen at the district level in order for teaching and learning improvement to occur district-wide; the alternative are pockets of excellence as have occurred in the past Decentralization, grassroots involvement, higher standards for all, greater variety and choice tenets of every LAUSD reform plan since 70s The Los Angeles Alliance for Restructuring Now (LEARN) proposed decentralization of LAUSD and direct school funding; failed because of a non-collaborative environment, moving funding to the schools was difficult because of contractual funding regulations, political distrust, and issues with categorical funds Cortines had a decentralization plan with autonomous subdistricts as an interim Superintendant that was discarded once a permanent Superintendent was found; led to the subdistricts becoming administrative divisions LAUSD is a portfolio district. As a reform initiative, portfolio districts use the following as pieces of a comprehensive effort: common school standards, district decentralization, test-based accountability, and diversity of public schools Establishing a culture based on transparency, accountability, and integrity; district historically have been inward-looking and wary of external entities Analysis LAUSD has 8 Local Districts; a legal breakup of LAUSD may lead to the same organizational problems on a smaller scale Current services provided by LAUSD Central Office Operations division, supervised by the Chief Operating Officer: food services, transportation, information technology, procurement and purchasing, project management, employee benefits, and environmental health and safety LAUSD has economies of scale in the creation of intellectual capital, human resource management, transportation, and procurement Deputy Superintendent Deasy Duties Advise and represent the superintendent and the District with business, industrial and community groups Report directly on all matters regarding the development of District operational procedures Recommend review procedures for the allocation of staff and for special studies authorized by the...
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This note was uploaded on 06/01/2011 for the course ORL 1000 taught by Professor Buontempo during the Spring '11 term at Columbia.
- Spring '11