Orange County Public Schools Operations Division 2014 Florida Sterling Award Application

Transcription

1 Orange County Public Schools Operations Division 2014 Florida Sterling Award Application Michael Eugene Chief Operations Officer 445 West Amelia Street Orlando, Florida

2 The managing for results process is a comprehensive approach focusing an organization on its mission, goals, and objectives. It establishes the accomplishment of those goals and objectives as the primary endeavor for the organization and provides a systematic method for carrying out the endeavor. It requires the establishment of performance measures and the use and reporting of those measures so that management, elected officials and the public can assess the degree of success the organization is having in accomplishing its mission, goals and objectives. Governmental Accounting Standards Board

3 CONTENTS ORGANIZATIONAL PROFILE... i P.1 Organizational Description... i P.2 Organizational Situation... iv

4 ORGANIZATIONAL PROFILE P.1 Organizational Description The OCPS School Board is comprised of elected officials who are responsible for working with the State of Florida to set regulatory compliance for Orange County Public Schools and is led by the District Superintendent. The District Superintendent supports Instruction, Finance, Human Resources, Facilities, and the Operations division. The Operations Division is led by Chief Operations Officer (COO) Michael Eugene, who reports directly to the District Superintendent. The Operations division is represented by eight departments and their leaders who report to the Chief of Operations. (See figure P.1-1) P.1.a Organizational Environment P.1a(1) Product Offerings The Operations Division at OCPS provides essential goods and services to more than 185,000 students and 22,000 employees in 185 schools and 16 other facilities located in Orange County, Florida. Departments work both independently and cross-functional as necessary to provide the highest level of service to our customers. The Operations Division manages the core functions of Transportation and Food and Nutrition services. These two departments make up more than 75% of employees in our division and support multiple technologies and services. Smaller yet equally important are Safety and Security services who assist schools and work locations by providing uniformed security, school resource officers, comprehensive fire and health inspections, burglar alarm management and video surveillance. The Building Code Compliance office working diligently with Facilities and Construction Management to ensure buildings are permitted and meet current state and local building codes. Environmental Compliance collaborates with departments, work locations, and schools managing and collecting data on recycling efforts, waste management, hazardous waste, indoor air quality, asbestos management and much more. While student safety and success is the ultimate goal, the path to that goal for the Operations Division is primarily through the OCPS employees. Our teams play an integral role in how Orange County constituents view school services. Parents, students, and the community communicate with schools Figure P.1-1 Operations Division Products and Services Organizational Profile i

5 through phones and computers using the Voice over IP (VOIP) infrastructure that the Information Communication Technology Services (ICTS) department maintains. ICTS manages the SAP and Oracle platforms for the district supporting other operations, such as Procurement who manages the SAP-SRM-iBuy system. The Material Management department provides storage and retrieval of student records as well as employee records. They also provide efficient management of the Supply Center, Surplus Services, and centralized mail, bulk mail and courier services. These are extremely important services that parents, students, and staff depend upon. P.1.a(2) Vision, Mission, and Values The OCPS Operations division supports the districtwide vision, mission, and goals set by the Orange County School Board by providing integrated business plans (IBP s) that are stratified over five year plans. District values are building blocks that the Operations division uses to create and maintain relationships with our customers, vendors and suppliers. We are accountable to perform their function with the highest of integrity. Operations staff is proud to be a contributing factor to the success of OCPS and know that every day we make a difference in the life of a student or employee by providing safe and efficient operations in the learning and working environments. Operations division measurable objectives are aligned with the OCPS vision, mission and goals to ensure we continue on a common path. (See figure P.1-2) P.1.a(3) Workforce Profile The Ronald Blocker Education and Learning Center, located in Orlando, FL is the administrative hub for 207 district schools and facilities. As of June, 2013 the Operations Division has more than 3,000 contributing staff in both Classified and Administrative positions. (See figure P.1-3) Figure P.1-2 District Strategy Map Figure P.1-3 Operations Division Employee Demographics As core functions, the Transportation and Food Services departments make up at least two thirds of the employees in the Operations division. These departments continually strive to create interesting and challenging jobs to retain and promote trained employees. Both departments maintain human resource and training departments to assist in building stronger employee relationships as well as providing local resources for employees. P.1.a(4) Assets The Operations Division does not hold assets other than the managing of offices, cafeterias, garages, and Organizational Profile ii

6 warehouse facilities that we occupy to provide services to the OCPS District. Major Facilities: In 2012 the OCPS district has 185 school locations, 5 learning communities and 4 administrative locations as well as 4 garage and 3 maintenance facilities. The Operations Division manages cafeterias in 180 schools including 6 central kitchens, the supply and surplus warehouse, and the 4 garages supporting district vehicles, school buses and power equipment. Technology and Equipment Assets: The Information Communications and Technology Services (ICTS) team is responsible for guiding the purchase and support of OCPS infrastructure. Multiple software applications and programs including SAP, Microsoft Office, Outlook Client as well as warranty information are maintained by ICTS. To protect the investment of products a highly specialized team of experts is employed within ICTS. Fleet Management: The Transportation Services team manages and maintains 2,256 district owned vehicles used for transport as well as large equipment, power equipment and 4 garage facilities. There are currently 904 buses that transport approximately 40% of the student population to school daily. Additionally, buses are used for field trips and extra-curricular activities as required by the school staff. P.1.a(5) Regulatory Environment The regulatory environment at OCPS and within the Operations Division is focused on several areas: Orange County and independent auditors to ensure appropriated funds are utilized according to policy. Survey head-counts are performed in some areas such as Food Services and Transportation and used as an indication of the level of funding appropriate. P.1.b Organizational Relationships The Operations Division is comprised of eight departments. Departments work independently as well as cross-functionally within the division and across the district. The COO and other chiefs use cabinet and executive cabinet to plan for the future as well as discuss current projects that involve multiple divisions. The COO also works closely with the office of the Superintendent to report progress on current plans as well as discuss future projections. P.1.b(1) Organizational Structure The Operations division has adopted a Managing for Results framework that was established by the Governmental Accounting Standards Board (GASB) to develop departmental Integrated Business Plans and Score cards. The Operations division uses strategy mapping to blend planning and project management disciplines by inventorying the goal, activity, responsibilities, outputs, outcomes, and performance measures that will be tracked through the year. Department executives work closely with department managers to review collected analysis and determine programs that support the district goals and effect continuous improvement. Operational staff supports project plans and district goals in daily activities as well as participation in projects as individual contributors. See Figure P.1-4. Funding Regulations o K-20 Education Code, Chapter 1006 Employment Regulations o Equal Employment Opportunity Commission (EEOC) Environmental Regulations Building Code Fire, Safety and Health Regulations o Occupational Safety and Health Administration (OSHA) o Jessica Lunsford Act o USDA Nutrition Regulations All funds are appropriated by the Orange County School Board. Periodic audits are performed by Figure P.1-4 Managing for Results Operations Division Organizational Profile iii

7 P.1.b(2) Customers and Stakeholders Parents, Students, Employees, and the Community are our customers as defined by the Orange County School board. In 2012, the Operations division used customer modeling to identify primary touch-points for our four customer categories. A Primary Touchpoint is defined as direct communication or interaction between our Operations department and a parent, student, OCPS employee or a member of the Community. Combining Parent and Student categories and separating Vendors from the Community provides insight to their special needs. Leadership was able to identify 233 Customer touchpoints within our core functions. Although they are the smallest category of primary touch-points, parents and students will always be our ultimate customer and we reach our ultimate customer, most often through our largest customer, the OCPS workforce. (See figure P.1-5) Figure P.1-5 Customer Diversity October 2012 Of the 120 primary touch-points identified with the OCPS workforce, three departments were the highest supplier of services: Safety & Security Compliance (30%) Transportation Services (25%) Food and Nutrition Services (24%) P.1.b(3) Suppliers and Partners The Operations Team at OCPS functions with the help of a diverse set of partners, the most important being our community. Taxes paid by constituents support many programs within the Operations Division including renovation and repair of old schools and the building of new schools. Local competition is stimulated by partnering with local developing business (LDB) and Minority and Women Based Enterprise (MWBE) usage within our bid process. The Office of Business Opportunity focuses efforts on three primary areas: outreach, educations, and retention. In FY they hosted 24 outreach events and surpassed the school board policy of MWBE participation in construction projects by 2% reaching a participation rate of 25%. Partnerships with business, government or civic organizations are essential to building an effective school district. Partners provide services and resources to individual schools, learning communities and district departments. In turn, we supply our partners with opportunities to make a lasting difference in the lives of students. Some partnerships are utilized for business purposes only and others are useful to OCPS district employees. The Operations division has access to district partners as necessary to fulfill our objectives. P.2 Organizational Situation P.2.a Competitive Environment P.2.a(1) Competitive Position The Operations Division is responsible for meeting the operational needs of all employees and students in OCPS locations. In FY-12 the student population increased by 2.62% and we continue to see a rise in students attending public school. As costs and student population increase, the Operations Division responds in two ways: 1. Continuous improvement to create leaner, more efficient operations. 2. Promote an award winning Quality of Service culture. The Managing for Results framework discussed above is a continuous improvement model. Strategic and operational objectives are analyzed by departments continuously. We collaborate with the Council of Great City School on more than three hundred benchmarks as well as researching national organizations for Industry Standards. Awards provide a report card to the public on how our district is recognized both locally and nationally. In 2012, several Operations Departments were recognized for their accomplishments. Both Food and Nutrition Services and Transportation Services were recognized nationally: Food and Nutrition Services continues to be recognized by receiving the USDA Best Practices award for four years in a row. The Organizational Profile iv

8 2012 award was received in the category of increasing fruits and vegetables. Transportation Training Representative Victoria Creech received the NAPT s National Special Needs Transportation award, presented by Sure-lok, for the assistance she has provided in the areas of transporting medically fragile students, wheelchair securement procedures, as well as the many presentations at the various local, state, and national conferences. P.2.a(2) Competitiveness Changes In FY several changes impact competitiveness for the Operations Division. Lower tax revenue due to economy causes a reduction in budget and generates activity around obtaining funding from partner sources. Increased cost of service products and food due to increased price of petroleum increases expenses for departments, including fleet management. Teacher Incentive Fund (TIF) grants eligibility award from Florida DOE provides an opportunity to obtain funding but requirements and reporting challenges must be met up-front by the Operations ICTS team. The Operations division reacts to challenges with strategic planning and process improvement. The Operations division looks internally for cost savings as well as ways to avoid cost. Some results as shown below: In-source of Environmental Compliance reflects a perpetual cost avoidance of approximately $520,000. Out-sourcing technology repairs provided an annual savings of $361,464. Combining the Project Management and Organizational Change offices resulted in an annual cost avoidance of $289,745. Out-sourcing white fleet preventative maintenance to a local bid for an estimated annual cost savings of $155,722. Efficiency in each department is reviewed annually and significant cost savings results in re-allocation of funds to OCPS teachers and school. P.2.a(3) Comparative Data The Operations division uses national, federal, state, and local resources to set targets for goals including: The Florida Department of Education (FLDOE) The Council of Great City Schools (CGCS) National Association of Pupil Transportation Florida Association of Pupil Transportation American Dietetic Association The Council of Great City Schools provides a tool for benchmarking several objectives within our departments. CGCS provides a median benchmark and also maps OCPS to other participating districts across the nation using common core goals across a wide range of departments. P.2.b Strategic Context The overall strategy of the Operations Division is to support the vision, mission, and goals of the Orange County District School Board. Key challenges to meeting goals are: Reduced budgets Reduced Staff Increase in Student base Increase in base costs The economic downturn and high unemployment rates in central Florida reflect lower taxable income and, therefore, lower budgets. To meet the requirements of a lower budget, many departments have reduced staff. At the same time our student base continues to increase about 2.5% per year. Fuel, food, energy, and other costs have continued to rise increasing operating costs in many departments but especially for Transportation, and Food and Nutrition Services who provide a necessary service to the student. P.2.c Performance Improvement System The Operations division focuses on continuous improvement utilizing the Managing for Results process. We recognize that different tools are available for different support issues and, therefore, we utilize other tools including Plan, Do, Check, Act (PDCA/PDSA) and Agile Lean. PDCA is commonly used in departmental project and the ICTS SAP team uses Agile Lean for projects and the SAP PMO Roadmap for governance. Organizational Profile v

9 The School Board of Orange County, Florida does not discriminate in admission or access to, or treatment or employment in its programs and activities, on the basis of race, color, religion, age, sex, national origin, marital status, disability, genetic information, sexual orientation, gender identity or expression, or any other reason prohibited by law. The following individuals at the Ronald Blocker Educational Leadership Center, 445 W. Amelia Street, Orlando, Florida, 32801, attend to compliance matters: ADA Coordinator & Equal Employment Opportunity (EEO) Supervisor: Carianne Reggio; Section 504 Coordinator: Latonia Green; Title IX Coordinator: Jennifer Gramzinski. ( )