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Home My WebLink About06 Establishment of Task Force on Innovation and Change2�. A Proposal To The Ottawa - Carleton District School Board (OCDSB) For: A Task Force on Innovation and Change DRAFT - For Discussion Only Version 2.0 Submitted to OCDSB Chair's Committee, April 24, 2001 Prepared by: Mark Croisier work: 234 -2155 home: 836 -8709 mark.croisier @sympatico.ca Task Force on Innovation and Change - DRAFT 3 � 1) SUMMARY Faced with ever increasing pressure to deliver quality education in an environment with diminishing financial resources, the OCDSB must optimize its limited resources by exploiting new ideas and taking advantage of innovation. A greater appreciation of the factors that enable innovation and change will better equip the Board during the transformation of its business operations and interaction with external organizations. This proposal outlines how a partnership of arms- length organizations will form a Task Force to conduct an independent, unbiased study of innovation and change within the system. It will leverage experienced and knowledgeable professional resources from Industry partners, affiliated organizations, and volunteers from the community. Securing external funding for the Task Force will minimize the direct costs incurred by the Board. The primary deliverable will be a report that highlights examples of successful initiatives within the Board, and will uncover the origin, motivation, and the factors that support the transformation of ideas into innovative solutions. It will also identify where ideas did not make it `off the launch pad' and the factors that were associated with their demise. Congruent with the strategic direction outlined in the OCDSB Strategic Plan 2000 -2003, this task force will complement initiatives currently underway, and will extend several others -- most notably "improving efficiency and effectiveness of the conduct of Board business" (Board Structures and Processes). Using an industry accepted project management approach that utilizes smaller phases and milestone reviews to manage scope and risk, the core Working Group will identify key areas of concern during a preliminary analysis to help ensure focus during broad -based consultation with the target stakeholder groups. A Steering Committee comprised of stakeholder representatives will provide guidance and direction to the Working Group, in addition to approving continuance of the project during each of the milestone reviews. Critical to the success of the Task Force is the visible endorsement and support of senior management from both the Board and the participating Partners, in addition to the creation of a risk -free environment where participants can engage in meaningful dialogue. Key measures of success for the Task Force will include the quantity and quality of feasibility, cost - effective recommendations to the Board that will promote innovation and help manage change. At this point, the proposal development team is requesting: i. That the Board confirm its interest in the establishment an independent Task Force on Innovation and Change. ii. That the Board, to the best of its ability, commit to supporting the development of a detailed proposal for the Task Force by providing the proposal development team with the requested information and access to Board Staff. iii. That the proposal development team be permitted to present the detailed proposal for approval at a future Board meeting. Version 2.0 page 1 April 24, 2002 3gTask Force on Innovation and Change DRAFT 2) CONTEXT Consider the following questions: ■ Does the current environment promote, support, recognize, evaluate, and reward innovative new ideas? • Is there a mechanism in place for stimulating new ideas? ■ Does the culture allow for risk -free experimentation with new ideas that may challenge the status quo? • Is there acceptance for creative approaches to achieve common goals? Given reduced provincial funding, constant technological advancements, and a complex array of societal issues, the OCDSB must innovate by exploiting new ideas and must constantly change to become a more solutions- oriented environment that will remain capable of delivering quality education into the future. Modelled after the Provincial Task Force on Effective Schools, this document outlines a proposal to study innovation and change within the OCDSB and its schools. The key deliverable will be a report that provides all stakeholders of the system with insightful, relevant, and thought- provoking recommendations to improve the level of innovation and the management of change so that the system can continue to successfully deliver education for years to come. To establish clarity regarding the terms innovation and change, the following definition is presented for a consistent understanding. Innovation = implementing new ideas to create value Change, or the management of change, refers to how an organization responds to new ideas, methods, or approaches. Version 2.0 page 2 April 24, 2002 Task Force on Innovation and Change - DRAFT 3) TERMS OF REFERENCE Modeled after the provincial Task Force on Effective Schools, this proposed initiative specifically supports recommendation #33 and #34 from The Report of the Task Force on Effective Schools, June 2001, which suggest: • Conducting independent reviews of district school boards on a regular basis. ■ That the board review process examine board policies, staffing policies and practices, board and school improvement plans, the process used by the board to review its schools' performance, and the parental and community involvement. More importantly, this Task Force will support the following System Improvement Plans as set out in the Board's Strategic Plan 2000 -2003: ■ Assess areas for improvement (Expectations for Learning/Accountability) ■ Promote and share `best practices' across the System (Individualized Learning Opportunities) ■ Strengthen active, productive partnerships with wider community (School as the Hub of the Community) ■ Improve efficiency and effectiveness of conduct of Board business (Board Structures and Processes) 4) TASK FORCE MANDATE The mandate for the Task Force on Innovation and Change is to: a. Create an external, objective, and independent working group to assess the innovativeness and creativity of the OCDSB and its Schools. b. Identify, examine, and analyse systemic barriers that inhibit creativity and innovation. c. Highlight examples of creativity and innovation. d. Promote an atmosphere that will motivate cost - effective ideas and initiatives. e. Receive guidance, direction, and approval for continuance during milestone reviews from the Task Force Steering Committee. f. Establish a Coordination Committee of representatives from each stakeholder group to assist with communications and logistics. g. Deliver a report that provides an assessment of innovation and change, in addition to specific recommendations to improve creativity and innovation. Version 2.0 page 3 April 24, 2002 Task Force on Innovation and Change - DRAFT 5) TASK FORCE OBJECTIVES The primary objectives for the Task Force include: a. Identifying systemic barrier to innovation and change. b. Supporting the existing System Improvement Plan initiatives outlined in the OCDSB Strategic Plan 2000 -2003. c. Creating a low -risk forum to foster open communication. d. Stimulating creative and innovative ideas. e. Improving the cost - effectiveness of programs and services. f. Leveraging community resources. 6) SCOPE The scope for the work of the Task Force will include: a. Researching industry literature and "best practices ". b. Reviewing Board policies and procedures. c. Selectively consulting with key stakeholder groups, which may include, but are not limited to: • Student Councils • School Councils • Ottawa - Carleton Assembly of School Councils (OCASC) • Teachers and Federations • Principals and School Staff • Superintendents and Board Staff • Committees of the Board • Trustees • Affiliated Organizations (City of Ottawa, Ottawa Police, Co- terminus Boards) • Other relevant and interested organizations Version 2.0 page 4 April 24, 2002 9 Task Force on Innovation and Change - DRAFT 7) TASK FORCE COMPOSITION A Partnering approach between the Board and arms- length organizations from Industry and Academia will be employed to establish an external, unbiased and objective core Working Group of qualified and knowledgeable resources. The composition of the Task Force Partnership will continuously evolve as the project further develops and more organizations become involved. Interested organizations currently include: • Ottawa - Carleton District School Board (OCDSB) ■ Ottawa University, Centre on Governance (Professors, Students) • Ottawa Centre for Research and Innovation ( OCRI) • TalentWorks • Ottawa Carleton Association of School Councils (OCASC) • Individual volunteers and Industry professionals The core Working Group will be independent from the Board and will perform the majority of the work for the Task Force. The following individuals are proposed for the following positions: ■ Project Manager — Mark Croisier ■ Facilitator /Communications Specialist — John Maskell, GroupWorks ■ Research Analyst (Education Specialist) — Gar White ■ Research Analyst (Administration Specialist) — tbd ■ Research Analyst (Governance) — tbd • Policy Analyst (Public Sector) — tbd • Administrative Assistance — tbd S) COORDINATION COMMITTEE A Coordination Committee will assist with communicating Task Force information, and assisting with the logistics of the stakeholder consultations. Representatives from the following groups will be called upon to participate on the Committee as needed: ■ Board Trustees ■ Superintendents • Principals • Teachers • Non - Teaching Staff ■ School Council Members (OCASC) • Students ■ Industry Partners • Affiliate Organizations (City of Ottawa, Police, Government Agencies) Version 2.0 page 5 April 24, 2002 Task Force on Innovation and Change - DRAFT 9) STEERING COMMITTEE A committee of senior representatives from each of the key Partner organizations would periodically meet to conduct the Task Force milestone reviews and to provide direction for the Working Group. The representative for the Coordination Committee may also sit on the Steering Committee. Composition on the Steering Committee will include representatives from both internal and external stakeholder organizations, who will each be entitled to one vote for decision - making purposes. A quorum of at least half of the Committee members must be in attendance in order to conduct a vote where the majority rules. The proposed Steering Committee will be comprised of the indicated number of designated representatives from each the following stakeholder organizations in Table 1 below. As new organizations commit to the Task Force Partnership, additional representatives can be added to the Steering Committee through a majority vote of the existing members. Stakeholder Group Reps. On Steering Cmtte. Trustees I Senior Board Staff Director's Council of Superintendents) 1 Principals 2 Teachers 3 Non-Teaching Staff 2 OCASC 3 Ottawa University, Centre on Governance I OCRI I TalentWorks I Total 15 Table 1 — Steering Committee Composition Version 2.0 page 6 April 24, 2002 Task Force on Innovation and Change - DRAFT 10) APPROACH In order to better manage scope and to minimize risk, a phased approach with key milestone reviews will allow for `go /no -go' decisions to continue the Task Force project into subsequent phases. Prior to the establishment of Task Force Working Group in Phase 3, the proposal development team will perform the activities outlined in phases 1 & 2. In addition to the key milestone reviews, the main activities performed during each phase are outlined below: Phase 1— Propose Task Force a. Present proposal to Business Services Committee (COMPLETE) b. Present proposal to Chair's Committee c. Agree to Develop Detailed Proposal (Board) Phase 2 — Prepare Detailed Proposal a. Establish Partnership alignment. b. Propose resources for the identified Task Force positions. c. Secure funding opportunities. d. Develop a detailed Task Force plan and budget. e. Confirm the plan to gain consensus with all Partners. Milestone 1 — Review Detailed Proposal a. Present the detailed Task Force for Board acceptance. b. Revise the detailed plan and budget as required. c. Accept Detailed Proposal (Board). Phase 3 — Initiate Task Force a. Assign resources to the Working Group. b. Establish the Stakeholder and Coordination Committees. c. Publish the work plan. d. Communicate to all Stakeholders. e. Orientation of Task Force members. Phase 4 — Conduct Preliminary Research a. Gather existing issues and challenges available from the Board. b. Conduct brief interviews with key stakeholder representatives. c. Research literature on innovation and change in education. d. Examine Board policies and procedures to identify potential areas of interest. Version 2.0 page 7 April 24, 2002 41 ! Task Force on Innovation and Change - DRAFT Phase 5 — Identify Preliminary Issues a. Consolidate and analyse preliminary issues and concerns. b. Group issues into thematic topics for study. c. Prioritize topics. d. Identify key stakeholders for each topic and the level of consultation. e. Develop specific consultation plans for each Stakeholder group. Milestone 2 — Validate Initial Findings a. Present topics and preliminary issues to the Stakeholder Committee for feedback. b. Confirm priorities and direction. c. Review Stakeholder Consultation Plans. d. Approval Phase 6 & 7 (Board). Phase 6 — Consult Stakeholders a. Develop individual consultation session plans. b. Organize workshop logistics. c. Conduct consultation with the stakeholder groups. Phase 7 — Analyse Information a. Organize all issues into topics using an Affinity Analysis approach (i.e., organizing by thematic groups). b. Gather additional supporting information to analyse each issue. c. Assess completeness of information. Milestone 3 — Confirm Consultation Results a. Review the quantity and quality of information obtain from consultation with the Stakeholder Committee. b. Approve one of the following options: i. Conduct additional consultation sessions, or ii. Approve Phase 8, 9 & 10. Phase 8 — Develop Recommendations a. Formulate recommendations for each issue. c. Analyse impact of each recommendation. d. Assess the feasibility of each recommendation. Phase 9 — Prepare Report a. Prepare a draft report of the key findings and recommendations. b. Review draft with Stakeholder Committee c. Revise the draft report. d. Product the final report. Phase 10 —Publish Report a. Circulate the report to all Stakeholders and organizations on the Distribution List b. Prepare a report presentation. c. Deliver report presentations to selected Stakeholder groups. Version 2.0 page 8 April 24, 2002 Task Force on Innovation and Change 11) CRITICAL SUCCESS FACTORS DRAFT The success of the Task Force depends on: ■ Senior -level commitment and support from the OCDSB staff • Commitment of time and resources from the Partnership team of organizations and volunteers ■ Cooperation between the Task Force and the stakeholder groups ■ Equal involvement from all stakeholder groups • Creating a risk -free environment to foster open dialogue with stakeholders • Frequent communication of Task Force progress and initiatives with all stakeholder groups ■ Leveraging the involvement and resources of the community through partnerships 12) PERFORMANCE INDICATORS To help ensure the Task Force delivers value to its stakeholders, the following performance indicators will serve as the measures for success: ■ Quality of discussions during the stakeholder consultation sessions ■ Quantity of issues identified during consultation to ensure statistical relevance ■ Feasibility of the proposed recommendations to the Board ■ Estimated total dollar value of savings from proposed recommended initiatives ■ Level of awareness of the Task Force among stakeholder groups 13) TIMELINE To ensure availability of resources, the following proposed timeline for the Working Group's activities has been designed to accommodate the timetable of both the OCDSB and the university school year. i - , - rropoee r ass rorw - 1 - 2 Present Proposal to Business Services Cmtee. - # 4110 3 Present Proposal to Chairs Cmtte. 4124 4 Agree to Develop Detailed Proposal (Board] _ 5113 5 Phase 2 - Prepare Detailed Proposal 6 Establish Partnership Aligrenent 7 Propose Resources - 8 Secure Funding -- 9 Develop TF Plan & Budget _..... _ - 10 Confirm Plan 11 Milestone 1 - Review Detailed Proposal - 15 Phase 3 - Inklale Task Fora 20 Phase 4 - Conduct Preliminary Research - �+ 25 Phase 5 - identify PrNkNnary Issues 31 Milestone 2 - VaHdate Initlal F"ngs 36 Phase 6 - Consult Stakeholders. . 44 Milestone Confirm Consultation Results _...... �. : +� 47 Phase 8 - Develop Reeonrrrndations 51 Phase 9 - Prepare Report 56 Phase 10 - Deliver Report Version 2.0 page 9 April 24, 2002 Task Force on Innovation and Change DRAFT 14) COST Wherever possible, the intent is to minimize the costs of the Task Force through the use of seconded and/or volunteer resources, and to leverage existing resources and events. As outlined in Phase 2 of the Approach, the intent will be to secure additional funding for professional resources from grants obtained through OCRI and/or Talentworks. In addition, since the OCDSB can issue tax receipts to industry Partners, an opportunity exists to obtain seconded professional service resources to perform some of the activities of the Working Group. The actual incremental out -of- pocket costs realized by the Board are envisioned to include: ■ Provision of supply teachers to replace teachers during the consultation sessions.' ■ Suitable meeting facilities and amenities to conduct the consultation workshops (i.e., existing committee room facilities at 133 Greenbank) ■ A nominal budget for supplies, report production, communications, workshop supplies, out of pocket expenses, etc. A more detailed analysis of the actual costs will be conducted during Phase 2 — Prepare Detailed Proposal. 15) TASK FORCE SUMMARY Pros ■ Demonstrates a pro- active attitude for improvement • External review of the system provides objectivity ■ Relatively low cost using seconded resources ■ Increase staff moral, trust, and motivation ■ Improve efficiency and cost - savings through innovative idea generation ■ Develop industry partnerships Cons: ■ Exposes inefficiencies in the System ■ Friction caused by challenging `sacred cows' • Recommendations not available immediately • Expectation of change not met — pessimism ' Supply teachers would only be required in the event that the Task Force is unable to conduct the teacher consultations during existing forums. 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