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HomeMy WebLinkAbout13 Report 98-101 Budget Options and Public Survey53, Ottawa - Carleton District School Board This report is the original version March 19, 1998 Report No. 98 -101 to the Board Re: Budget Options and Public Survey ORIGINATOR: Michael E. Clarke, Superintendent of Business and Treasurer PURPOSE: To provide further information to trustees on the budget options presented at the March 9, 1998 Board Meeting. To seek trustee approval of a public consultation process. BACKGROUND: 1. The Board commenced its review of the proposed 1998 -99 budget public consultation process at its March 9, 1998 meeting. At that meeting, trustees asked for changes to budget option sheets and further staff input on the public consultation process. 2. Trustees have indicated that they wish to consider having a Region -wide random sample telephone survey, as well as a survey of School Councils, to provide public input to the 1998 -99 budget. STATUS: 3. Attached as Appendix A are the Budget Change Options, categorized into five broad areas: A. Potential Changes to Junior Kindergarten B. Potential Changes to Regular Day School Programs C. Potential Changes to Special Education D. Potential Changes to Student Support Programs E. Potential Changes related to Student Transportation F. Potential Changes to Other Areas The Budget Change Options on which Trustees had requested additional information have been revised and are now included in the package in place of the original pages. 4. Staff were asked to prepare a brief summary of some principles and methodologies for public consultation. This summary is attached as Appendix B. 5. During the Trustee discussions at the Board meeting, concerns were expressed as to how to frame the questions to be used for the public consultation, given the diversity of budget options. Staff suggest that Trustees determine major categories of budget changes for which questions can be tailored, instead of trying to write a survey covering fifty -six separate areas. 6. If Trustees agree with this approach and set the categories this evening, staff will prepare a set of draft survey questions for the April 6, 1998 Board meeting. (The proposed revised budget process timetable would provide (W sufficient time for the survey results to be available before the Board votes the approved budget.) 7. The questions could also be used for a survey of school councils. ....J2 -2- RECOMMENDATIONS: A. That the Board approve the six budget option categories for public consultation, as set out above. B. That the Board direct staff to prepare draft survey questions structured around the specified categories for Board review at its April 6, 1998 meeting. Michael E. Clarke, Superintendent of Business and Treasurer. Report No. 98 -101 re Budget Options and Public Survey March 23, 1998 BUDGET CHANGE OPTIONS INDEX SECTION AREA A Potential Changes to Junior Kindergarten B Potential Changes to Regular Day School Programs C Potential Changes to Special Education D Potential Changes to Student Support Programs E Potential Changes related to Transportation F Potential Changes to Other Areas 6s- APPENDIX A 66% SECTION A: POTENTIAL CHANGES TO JUNIOR KINDERGARTEN 9 School Year 1998 -99 School Year 1999 -00 Page Option ($ Millions) ($ Millions) A.1 Eliminate Junior Kindergarten Program 3.054 3.054 A.2 Reinstate Junior Kindergarten Program over entire OCDSB District 7.923 7.923 A.3 Use differentiated Staffing Model (Early Childhood Educators) for Junior Kindergarten 5.842 5.842 A.4 Offer Full Day / Alternate Day JK Program (assumes delivery of SK Program is also Full Day / Alternate Day) 6.978 6.978 9 r r r Ottawa - Carleton District School Board i BUDGET CHANGE OPTIONS Option Eliminate JK Potential Cnst Savin¢ In 1998 -1999 $3.054 Million Annualized Saving $3.054 Million Date Required Investment /Cost to Implement Staff Impact Nil. All JK teachers returned to SK -8 system. Funding model not yet known. Recent Minister's statements confusing as to whether or not there will be funding. Increased redundancy in the system. Impact of Change (e.g., on Student Education, School Community, Board -wide) • No JK throughout district. • Early literacy and numeracy programs would start in SK. • Possible educational disadvantage to children at risk, as indicated in JK report. • Possible loss of registration of students at JK /SK /Grade 1 entry point if the Separate District Board continues to operate the program. • Realignment of transportation for SK students as there will be fewer students over noon hour. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Funding model not yet known. Recent Minister's statements confusing as to whether or not there will be funding. Time Required to Implement Decision Dates /Milestones June 30,1998 April 30, 1998 Success Evaluation Criteria $3.054 Million saved. A.1 LIN 'a Ottawa - Carleton District School Board � BUDGET CHANGE OPTIONS Option Reinstate JK over entire District Potential Cost Saving In 1998 -1999 Nil Annualized Saving ($7,923,000) Date Required Investment /Cost to Implement Staff Impact $7.923 Million JK staff would have to be hired to support the program, i.e. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) additional teachers. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Gives all 4 year olds equity of access to the kindergarten program across the District. • Research indicates that an early educational start is the best. • See JK Options Report for further information. • Space and accommodation issues may be problematic in some sites. • Requires use of all free portables within District. • Busing costs, start -up costs are included in the costs. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Knowledge of funding, envelope for JK. Time Required to Implement Decision Dates /Milestones September 1998 April 30 - Staffing issues Success Evaluation Criteria JK Programs have been implemented throughout the District. A.2 L" c, L r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Use differentiated staffing model (Early Childhood Education) for J.K. Potential Cost Saving In 1998 -1999 Nil Annualized Saving ($5,842,000) Date Required Investment /Cost to Implement $5.842 Million (staff costs) Staff Impact Present JK teachers return to SK -8 system (elementary) Impact of Change (e.g., on Student Education, School Community, Board -wide) • Gives all 4 year old equity of access to kindergarten programs across the district. • Early start in learning as per research. • Space and accommodation issues may be problematic in some sites. • Requires use of all free portables within the District. • Busing costs, start -up costs are included. • Ongoing training for E.C.E. workers (Language Development) by certified teacher team to provide support. • Further information available in JK Options Report. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Knowledge of funding model.. • Requires permission of MOET to implement a differentiated staffin model. Time Required to Implement Decision Dates /Milestones September 1998 April 30, 1998 - Staffing issues Success Evaluation Criteria A successful JK model program would be in place using differentiated staffing. A.3 Vl Ottawa - Carleton District School Board � BUDGET CHANGE OPTIONS Option Offer full day JK /Alternate Day Potential Cost Savine In 1998 -1999 Annualized Saving ($6,978,000) Date Required Investment /Cost to Implement $6.9 Million Staff Impact Impact of Change (e.g., on Student Education, School Community, Board -wide) • Reorganization of school programs to have full day alternate day in schools. • Space may be an issue in some areas. • Busing costs (noon hour) would be saved. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Knowledge of the funding envelop to JK. • Communities throughout the District have specific concerns with this model. Time Required to Implement Decision Dates /Milestones By September 1998 April 30 Success Evaluation Criteria AA 61, SECTION B: POTENTIAL CHANGES TO REGULAR DAY SCHOOL PROGRAMS Page Option School Year 1998 -99 ($ Millions) School Year 1999 -00 ($ Millions) B.1 Restructure Secondary Schools 9.030 10.020 B2 Restructure Elementary Schools 4.800 4.800 B.3 Close 5 Elementary Schools for September 1998 1.000 1.000 B.4 Close a further 5 Elementary Schools for September 1998 1.000 1.000 B.5 Close a further 5 Elementary Schools and 5 Secondary Schools for September 1999 0 3.400 B.6 Reduce the per capita school operations budgets by 10% and harmonize the per capita school operations budget allocations between the predecessor boards 1.720 1.720 B.7 Reduce School Office staffmg by 10% 1.370 1.370 A Ottawa - Carleton District School Board N BUDGET CHANGE OPTIONS Option Restructure Elementary Schools Included within this option are the following Budget Change Option Sheets: $ In Millions in 98/99 • Reduce the Formula Generating the Number of Elementary Vice - Principals 0.50 • Reduce Elementary Teacher Overlay Positions 0.63 Also included with this option is part of the savings from the Budget Change Option Sheet for: • Library Alternative Staffing Arrangements 0.67 (elementary portion only) Total: 4.80 (See the individual Budget change Option Sheets for further details.) � Ottawa - Carleton istrict School Board � BUDGET CHANGE OPTIONS Option Reduction of Elementary Vice - Principals from school (0 -399) Potential Cost Saving Annualized Saving $ In 1998 -99 $504,820.00 $504,820.00 • diminished support to staff and students at the same time as other support services (Special Education) being reduced. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Date: 1999 Required Investment /Cost to Implement Staff Impact Nil • 30 Vice - Principals revert to teaching positions By March 31, 1998 • 7.5 teacher reduction Impact of Change (e.g., on Student Education, School Community, Board -wide) • No Vice - Principal in schools with enrolments <399 Implications: • Reduction of leadership training opportunities • diminished support to staff and students at the same time as other support services (Special Education) being reduced. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Current CBE agreement calls for a different principal and a Vice - Principal in every school • Pending regulations unknown. Time Required to Implement Immediate (depending on outcome of Decision Dates /Milestones appeal to P /VP status) By March 31, 1998 Success Evaluation Criteria B.1.1 W Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Reduce the number of "overlay" elementary teaching positions (these are positions not required by the provisions of the current collective agreements excluding Special Education, ESL, ESD and central teaching positions, which are dealt with in other Budget Change Options sheets and excluding positions which have been funded by outside sources /grants). Potential Cost Saving In 1998 -1999 $3,630,000 Annualized Saving $3,630,000 Date September, 1998 Required investment /Cost to Implement Staff Impact Severance /supernumerary costs, if any. Reduction of approximately 79 teaching positions Impact of Change (e.g., on Student Education, School Community, Board -wide) These teaching positions are used to reduce class sizes and deal with time tabling constraints in elementary schools. As a result, the reduction in the number of these positions will result in larger class sizes and increased time tabling constraints in schools. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • The average class size maximum provisions (average maximum of 25 students) in Bill 160 (depending upon the details, in any regulations to be released as to how this figure is to be calculated). • Supernumerary /severance provisions in the current elementary collective agreements. Time Required to Implement Decision Dates /Milestones Three to four months. April, 1998 (to build the Board's decision into the staffing process). Success Evaluation Criteria r' ice' r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Alternative Staffing Arrangements (1) Library Technicians for Teacher Librarians in Elementary and Secondary Schools Potential Cost Saving In 1998 -1999 $1,134,750 Elementary $672,250 Secondary $462,500 Annualized Saving $1,134,750 Date Required Tnvestment /Cost to Implement Staff Impact Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Re deployment of 62.25 library teaching staff to regular classrooms Time Required to Implement and hiring of 125.5 library technicians. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Reduction of educational services in library resource centres. • No implementation of "Partners in Action ". • Reduced services in library resource centres. • Potential deterioration of library collection. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Current CBE Collective Agreements include mandatory staffing of library by teacher librarians (by formula for both panels). Time Required to Implement Decision Dates /Milestones Could be implemented for 1998 -99 depending on state of Collective Before spring staffing process. Agreements. Success Evaluation Criteria • Reduced expenditures. • Continued 'technical' services in all library resource centres. B.1.3 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Restructure Secondary Schools Included with this options are the following Budget Change Option Sheets: $ In Millions in 98/99 • Reorganize Secondary Schools' Teaching Administration Structure 0.22 (in 98/99); $1 (in 99/00) • Reorganize to Reduce the Number of Secondary Vice - Principals 0.26 • Cooperative Education Alternative Staffing Arrangements 0.72 • Adult Day Secondary School Restructuring 0.60 (in 98/99); $1.30 (in 99/00) • Change Secondary School Teachers' Instruction /Release Time Allocations 6.00 • Reduce Secondary Teacher Overlay Positions 0.77 Also included with this option is part of the savings from the Budget Change Option Sheet for: • Library Alternative Staffing Arrangements. 0.46 (secondary portion only) Total: 9.03 (See the individual Budget Change Option Sheets for further details.) r Ottawa - Carleton D District School Board BUDGET CHANGE OPTIONS Option Re- organize Secondary Schools' Teaching Administration Structure by Restructuring Direct Curriculum Supervision within Secondary Schools. Potential Cost Saving In 1998 -1999 $214,788 Annualized Saving $509,000 Date Starting September 1998 Required Investment /Cost to Implement Staff Impact Nil. 1. Responsibility allowance loss to 118 staff ranging from $2,187- Collective Agreements $3,455 /person. Decision Dates /Milestones 2. 1.83 FTE Impact of Change (e.g., on Student Education, School Community, Board -wide) • reduced organization and management. • reduced curriculum leadership • reduced supervision of Quality and Accountability • reduction of Program Development and Implementation. • reduction of school leadership team. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements Time Required to Implement Decision Dates /Milestones 18 months in total Board Approval Ratification of Collective Agreements Meetings with principals Success Evaluation Criteria B.2.1 Ottawa - Carleton District School Board T BUDGET CHANGE OPTIONS Option Reduction of two secondary Vice - Principals to one Vice - Principal and one Head of Administration (former OBE schools only). Potential Cost Saving In 1998 -99 Annualized Saving $ 255,620 (if no red circle status or phase in) Date Required Investment /Cost to Implement Nil. Staff Impact Reduction of 2 F.T.E. teachers (Admin. heads teach 1 class) Impact of Change (e.g., on Student Education, School Community, Board -wide) • Reduced supervision of staff and students, creating more workload for remaining administrators. • Fewer secondary principal candidates for future leadership roles. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Negotiations item as it moves an administrator into a union position, and reduces the number of teachers. • Also dependent upon retirements and voluntary reversions of current Vice - Principals (Regulation). Time Required to Implement Decision Dates /Milestones Can be done by September if negotiations are successful. Decision by the end of May Success Evaluation Criteria e33 r r r, Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Alternative Staffing Arrangements (2) Job Placement Officers for Co- operative Education Teachers. Potential Cost Saving In 1998 -1999 $723,044 Annualized Saving $723,044 Date Required Investment /Cost to Implement Staff Impact Time Required to Implement Re deployment of 50.50 co- operative education teachers to regular Could be implemented for 1998 -99 depending on Collective classrooms and hiring of 50.50 Job Placement Officers. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Lower quality of overall service in co- operative education program. • Elimination of overlays for co- operative education teachers means higher PTR over system as a whole. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Would necessitate Collective Agreement changes re overlays. Time Required to Implement Decision Dates /Milestones Could be implemented for 1998 -99 depending on Collective Before spring staffing process. Agreements. Success Evaluation Criteria • Reduced expenditures. • Continued enrolment in co- operative education placements. Pol B.2.3 Ottawa - Carleton District School Board 0 BUDGET CHANGE OPTIONS Option Restructure Adult Credit Programs under Continuing Education grant. (Adult High School /Adult Education Program) Potential Cost Saving In 1998 -99 $600,000 Annualized Saving $1.3 million Date Required Investment /Cost to Implement Staff Impact Dependent on the secondary contracts, issue of one year for redundancy 1. Regular day school secondary staff to return to other day schools. teachers with pay. 2. Increased redundancy in staffing Impact of Change (e.g., on Student Education, School Community, Board -wide) • Adult students will have a different type of access to credit programs. Students 18 -20 years repatriated to home schools, semestered schools or an alternate program. Many of these adults are at risk in the regular day school program and have found success in the adult environment. • Lack of ancillary services to provide supply to adult learner in terms of counselling and credit evaluation. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Current Collective Agreements - negotiation would be required. Time Required to Implement Decision Dates /Milestones September 1998 April 30, 1998 - Staffing Success Evaluation Criteria • There is a successful program for adult students through Continuing Education, which meets the needs of adult students. • Students, aged 18 -20 years, are successfully placed in an alternate or regular program. • Graduation rate for adult students remains at current level. B.2.4 (W (011 460 ice" r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Secondary Increase the teaching assignment from 6 classes to 7 classes for each FTE secondary classroom teacher in the OCDSB. Loss of 139 teachers. Potential Cost Saving In 1998 -1999 $6.OM Annualized Saving $6.0 M less the cost of severance packages. Date Required Investment /Cost to Implement Staff Impact • Severance costs for 139 teachers. • potential impact on staff morale and use of sick leave • possible cost of duty coverage as teachers may not have assigned • decrease in resources available for school supervision (Safe supervisions. School Issue) • possible increase in the number of requests for partial leave. • increased necessity for P /VP to supervise and be in school (loss of P /VP as resources for Board committees, academies, etc.). Impact of Change (e.g., on Student Education, School Community, Board -wide) • possible increase in teacher - centred instruction and narrower use of pedagogical strategies because of reduced preparation time and increased number of students to teacher. • potential decrease in time available for staff to be involved in extra - curricular activities (e.g., staff advisors, club sponsors, coaches, etc.). • Safe School issue if there is a reduction in the formal an informal supervision available (if teachers are in classes for 7 periods, there will be fewer of them moving about in hallways, etc., and there could be more students "free" in any given period if the school opts for a 9 or 10 period cycle. • reduction in the number of options available to students as there will have to be more sections of fewer courses. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • savings are only realized if the current aggregate class size > 22. • at present it is not known which staff count in the divisor to obtain the aggregate class size. • MOET Regulations may contain specifics that would affect implementation. • current collective agreements have PTR, WSC, and teaching assignment clauses that would be in conflict. B.2.5 Secondary (continued) .S Time Required to Implement Decision Dates/ Milestones Success Evaluation Criteria 4*00, r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Reduce the number of "overlay" secondary teaching positions (these are teaching positions not required by the provisions of the current collective agreements excluding Special Education, ESL, ESD and central teaching positions, which are dealt with in other Budget Change Option sheets, and excluding positions which have been funded by outside sources/ grants). Potential Cost Saving In 1998 -1999 $770,000 Annualized Saving $770,000 Date September 1998 Required Investment /Cost to Implement Severance /supernumerary /unassigned costs, if any. Staff Impact Reduction of approximately 18 teaching positions Impact of Change (e.g., on Student Education, School Community, Board -wide) These teaching positions are used to deal with timetabling conflicts, reduce class sizes and increase the course offerings available in secondary schools. As a result, the reduction in the number of these positions will result in increased timetabling conflicts, larger class sizes and possibly fewer course offerings. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • The average class size maximum provision (average maximum of 22 students) in Bill 160 (depending upon the details, in any regulations to be released, as to how this figure is to be calculated). • Supernumerary /unassigned positions in the current secondary collective agreement. Time Required to Implement I Decision Dates /Milestones Three to four months. Success Evaluation Criteria April, 1998 (to build the Board's decision into the staffing process). w B.2.6 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS . Option Alternative Staffing Arrangements (1) Library Technicians for Teacher Librarians in Elementary and Secondary Schools Potential Cost Saving In 1998 -1999 $1,134,750 Elementary $672,250 Secondary $462,500 Annualized Saving $1,134,750 Date Required Investment /Cost to Implement Staff Impact Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Redeployment of 62.25 library teaching staff to regular classrooms Time Required to Implement and hiring of 125.5 library technicians. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Reduction of educational services in library resource centres • No implementation of "Partners in Action" • Reduced services in library resource centres • Potential deterioration of library collection Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Current CBE Collective Agreements include mandatory staffing of library by teacher librarians (by formula for both panels). Time Required to Implement Decision Dates /Milestones Could be implemented for 1998 -99 depending on state of Collective Before spring staffing process Agreements Success Evaluation Criteria • Reduced expenditures • Continued 'technical' services in all library resource centres r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option School Closures. Potential Cost Saving Cpl In 1998 -1999 5 elementary schools $1.0 million OR 10 elementary schools $2.0 million In 1999 -2000 5 secondary and 5 elementary schools Annualized Saving $200,000 per elementary school closed and $510,000 per secondary school closed. Date (in addition to those closed in 1998 -1999) Beginning September 1998 and /or 1999. $3.4 million • Other contractual arrangements with communities and municipal governments exist in some schools and would have to be addressed if Required Investment /Cost to Implement Staff Impact One -time costs of mothballing closed schools, moving furniture and Loss of all custodial staff and most library and office staff positions resources, and renovations if needed to receiving schools. (Exact costs at each location closed, loss of positions of principals, depend on which schools are closed and where students are vice- principals, and other positions of added responsibility such as redirected). department heads or chairs. • Reduction in budget expenditures. Impact on teaching staff depends on the new total enrolment in the • Successful relocation of students, staff and programs to designated schools. receiving schools, which may be entitled to additional staff in some categories due to increased enrolment.- Impact of Change (e.g., on Student Education, School Community, Board -wide) • Student disruption as students at closed schools will be relocated to other nearby schools. • Staff disruption, as staff will be transferred to other locations or laid off according to terms of employment. • Any school closure will cause a disruption to community life. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Collective Agreements require consultation prior to school closures. • Other contractual arrangements with communities and municipal governments exist in some schools and would have to be addressed if those schools are to close. Time Required to Implement Decision Dates /Milestones Six month and Thirteen -month closure procedures have been approved According to current Board Policy, for September 1998 closure, schools under Board policy. (Reference Policy P.013.PLG and Procedure considered for closing must be named in June 1998. For September 1999 PR.508.PLG) closure, schools must be named by December 1998. Success Evaluation Criteria • Reduction in budget expenditures. • Improvement in district student capacity usage ratings. • Successful relocation of students, staff and programs to designated schools. 1:Transportation.16 13.3, B.4, 13.5 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option School Operation Budgets Reduce the per capita school operation budgets by 10% and harmonize the per capita school operation budget allocations between the predecessor boards. Potential Cost Saving In 1998 -1999 $1.720 M Annualized Saving $1.720 M Date September 1998 Required Investment /Cost to Implement Staff Impact None • decreased resources for instructional use • decrease opportunities for innovative, progressive instruction strategies Impact of Change (e.g., on Student Education, School Community, Board -wide) • potential for increase in costs of supplies to parents and students. • increase in course fees at the secondary level, particularly for skill -based courses. • increase in costs to students /parents for field trips, transportation, etc. • possible reduction in the types of programs, strategies, and activities that can be offered. • introduction of user fees (e.g., photocopying, classroom supplies). • reduction of equipment /supplies in some areas will restrict the variety of teaching strategies. • personal costs to students to participate in classroom activities may restrict course selection. • total personal costs for in -class and extracurricular activities may significantly reduce options for less financially able students. • reduction in funding of field trip allocations (primarily used to transport sports teams) will increase costs to team members. • reduction in temporary assistance allocation inhibits the ability of school office staff to complete reports, prepare examinations, and coordinate activities such as awards celebrations or commencements. • "outside" groups wishing to access school funds (e.g., School Councils, charities) will have to be denied. • school budgets in the former CBE schools have already been reduced; additional reductions will further inhibit "normal' operations. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None on 460� (W L�_' s r r r Time Required to Implement Decision Dates/ Milestones Could be phased in at 5% over each of the next two years. May 15, 1998 - Schools must know their budget allocations in order to process orders for the following school year. Success Evaluation Criteria Schools continue to function with ample and equitable opportunities for all students. Cost to students to participate does not prohibit course or extramural program selection. Instructional strategies in use are varied and effective and not limited to traditional lecture, pencil and paper learning. B.6 3 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Reduce School Office Staff by 10 %. Potential Cost Saving Annualized Saving $ $1,370,307.00 Total of $1,370,307.00 based on harmonization of existing staffing policies and then a 10% overall reduction in staffing formula Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) allocations using the 1997/98 staffing figures of 402.21 FTE. Time Required to Implement Decision Dates /Milestones Date: Effective 1 September 1998 Required Investment /Cost to Implement Staff Impact • Investment of additional funds for training to new incumbents based on bumping provisions. . Potential reduction of approximately 100 employees • Cost of severance to employees on layoff as a result of bumping Impact of Change (e.g., on Student Education, School Community, Board -wide) • Some school office may be closed at various times during the school day to accommodate breaks /lunch periods • Time lines for office work must be extended. • Reduced service to School Councils Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Layoffs, bumping, reassigning - up to 6 months Time Required to Implement Decision Dates /Milestones Success Evaluation Criteria 1i7 �9. SECTION C: POTENTIAL CHANGES TO SPECIAL EDUCATION Page Option School Year 1998 -99 ($ Millions) School Year 1999 -00 ($ Millions) C.1 Reduce expenditures for Special Education by 10% 5.800 5.800 C.2 I Reduce expenditures for Special Education by a further 10% 5.800 5.800 Ottawa - Carleton District School Board a BUDGET CHANGE OPTIONS Option #1 A 10% decrease in the Special Education /Student Services budget. Potential Cost Saving In 1998 -1999 $5.8 million Annualized Saving $5.8 million Date Starting September 1998 Required Investment /Cost to Implement Staff Impact None currently identified. • current staffing levels are: Board approval. 537.17 - academic School Staffing timelines. 589.60 admin. & support. Collective Agreement • depending upon decision of delivery model for programs and timelines. services, current staff levels will be affected. Impact of Change (e.g., on Student Education, School Community, Board -wide) The current level of central and in- school programs and services will have to be adjusted to respond to reductions. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements, legislation regarding exceptional students, Board policies and practices. Option: Special Education and Student Services Decision Dates /Milestones The Special Education and Student Services Department has two key responsibilities: Board approval. (1) to assist in the identification and education of exceptional students; and School Staffing timelines. (2) to support specific students in the regular classroom on an as need basis. Collective Agreement Both of the former Boards recognized and responded to the needs of its learners. In order to develop a model for the operation timelines. of Special Education and Student Services in the OCDSB, staff have developed a series of work plans to address the integration of the two departments. The areas for study were identified in the Amalgamation Planning Charts developed by the Joint Senior Staff. There are approximately 14 Action Plans which examine services (psychology, social work, speech and languages, etc.) and screening procedures, the IPRC process, etc. Added to and simultaneously, there is a need to respond to the financial constraints as anticipated by the funding model. The work plans have been structured to provide recommendations by the end of March or the first part of April. The work plans also reflect the involvement of a number of stakeholders in the process. The recommendations as to the best way to integrate the department within the financial constraints will be the result of this work. Success Evaluation Criteria A continuum of programs and services will continue to be provided to students. CA r C.' r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option #2 A 20% decrease in the Special Education/ Student Services budget. PnfPnfial C'ncf Snuino In 1998 -1999 $11.6 million Annualized Saving $11.6 million Date Starting September 1998 Required Investment /Cost to Implement Staff Impact None currently identified. • current staffing levels are: Board approval. 537.17 - academic School Staffing timelines. 589.60 admin. & support. Collective Agreement • depending upon decision of delivery model for programs and timelines. services, current staff levels will be affected. Impact of Change (e.g., on Student Education, School Community, Board -wide) The current level of central and in- school programs and services will have to be adjusted to respond to reductions. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements, legislation regarding exceptional students, Board policies and practices. Option: Special Education and Student Services Decision Dates/ Milestones The Special Education and Student Services Department has two key responsibilities: Board approval. (1) to assist in the identification and education of exceptional students; and School Staffing timelines. (2) to support specific students in the regular classroom on an as need basis. Collective Agreement Both of the former Boards recognized and responded to the needs of its learners. In order to develop a model for the operation timelines. of Special Education and Student Services in the OCDSB, staff have developed a series of work plans to address the integration of the two departments. The areas for study were identified in the Amalgamation Planning Charts developed by the Joint Senior Staff. There are approximately 14 Action Plans which examine services (psychology, social work, speech and languages, etc.) and screening procedures, the IPRC process, etc. Added to and simultaneously, there is a need to respond to the financial constraints as anticipated by the funding model. The work plans have been structured to provide recommendations by the end of March or the first part of April. The work plans also reflect the involvement of a number of stakeholders in the process. The recommendations as to the best way to integrate the department within the financial constraints will be the result of this work. Success Evaluation Criteria A continuum of programs and services will continue to be provided to students. C.2 N .VA SECTION D: POTENTIAL CHANGES TO STUDENT SUPPORT PROGRAMS Page Option School Year 1998 -99 ($ Millions) School Year 1999 -00 ($ Millions) D.1 Eliminate Board funding of Lighthouse program .320 .436 D.2 I Eliminate Community Living / Autism Summer program .436 .436 D.3 Reduce funding of Outdoor Education Centres .100 .100 DA Close Outdoor Education Centres .559 .559 D.5 Offer Post 21 program on cost- recovery basis only .080 - .080 D.6 Eliminate Board funding of Focus on Future program .438 .438 D.7 Establish a Focus on Future program in former CBE schools .438 .438 D.8 Realign ESL/ESD staffing 0 0 D.9 Realign and retrain Multi -Media Technicians to work in former CBE Elementary and Secondary schools supporting computer systems 0 0 1E r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Cancel Lighthouse program. Potential Cost Savine In 1998 -99 approximately $320,000 Annualized Saving $320,000 Date Required Investment /Cost to Implement Staff Impact Nil. Loss of 15 CEC positions, plus central office co- ordinator and support • community reaction to the loss of these programs. staff. Seniority clauses will cause bumping in system. Impact of Change (e.g., on Student Education, School Community, Board -wide) • reduced opportunities for children and families through a reduction of school -based programming. • impact on the daily operation of the related schools will be felt at noon hour, in Breakfast Programs and School Councils. • large bank of volunteers may be lost to the system unless there is a plan to make use of community skills. • School Outreach developed in partnership by lighthouse and school may be lost or reorganized under the Principal and the School Council. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • community reaction to the loss of these programs. • no requirement through collective Agreements or Board Policy to run the program. Time Required to Implement Decision Dates /Milestones Completed for June 30, 1998 Success Evaluation Criteria D.1 w Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Eliminate Community Living /Autism Summer program. Potential Cost Saving In 1998 -99 $436,000 Annualized Saving $436,000 Date Required Investment /Cost to Implement Staff Impact N/A Downsize of partial position in Continuing Education Summer School Time Required to Implement contract, summer school teachers and educational assistants would be 1 year - Plans to run for summer 1998 underway as (two Board laid off. Impact of Change (e.g., on Student Education, School Community, Board -wide) • No summer programs for high needs, special education students. • There is no outside agency to provide: community has traditionally looked to the Board. • Loss of key skills developed by youngsters over the summer. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Summer school for Developmentally Delayed in Two -Board Agreement. This would require a re- negotiation of this Agreement in terms of the mentally challenged. Time Required to Implement Decision Dates /Milestones 1 year - Plans to run for summer 1998 underway as (two Board agreement is in place. Success Evaluation Criteria • $436,000 saved • Community is able to put an alternate program in place to provide supply for special needs youngsters D.2 460, (boll (1,01 r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option MacSkimming Outdoor Education Centre Continue to operate MacSkimming Outdoor Education Centre. Centre is currently in the first year of three -year business plan aimed at cost recovery. In 1997 expenses to operate the centre were $402,000 with an income of $176,355. Cost to Board $225,645. Integrate the option of the BMC with the MacSkimming Outdoor Education Centre. Potential Cost Saving In 1998 -1999 If the goal of the business plan is achieved the savings will be Annualized Saving cost recovery Date $255,000 over two years. $50,000 to $80,000 (Year 2) • base budget to support outdoor education for elementary and secondary schools. Required Investment /Cost to Implement Staff Impact Recommendation: Give Continuing Education staff the mandate to To be developed under the mandate to develop an integrated model. develop a plan for continued operation of both MacSkimming and BMC is unavailable, requiring students to change option selections. under an integrated model at reduced cost. MacSkimming /Bill Mason Centres continue to operate at reduced cost. Impact of Change (e.g., on Student Education, School Community, Board -wide) • will allow staff to develop a plan to integrate the operation of BMC and MacSkimming at reduced cost. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) There are none related to Collective Agreements, legislation or Board Policy. • base budget to support outdoor education for elementary and secondary schools. Time Required to Implement Decision Dates /Milestones Development of plan by May 8,1998 with implementation of the plan March 31- program offerings in some schools may change if the centre for the school year 1998 -99. is unavailable, requiring students to change option selections. Success Evaluation Criteria MacSkimming /Bill Mason Centres continue to operate at reduced cost. D.3.1 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Bill Mason Centre Continue to operate the BMC at reduced cost. Integrate the operation of the BMC with the MacSkimming Outdoor Education Centre. Potential Cost Saving In 1998 -99 Salaries: $282,319; Operating Budget: $22,119 Total: $304,428 Annualized Saving $60,000 Date Restructure to save $60,000 To be developed under the mandate to develop a business plan for Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) MacSkimming and Bill Mason Centres. Required Investment /Cost to Implement Staff Impact Recommendation: Give Continuing Education staff the mandate to Development of plan by May 8,1998 with implementation of the plan develop a plan for continued operation of both MacSkimming and BMC for the school year 1998 -99. under an integrated model at reduced cost. Success Evaluation Criteria Impact of Change (e.g., on Student Education, School Community, Board -wide) • an integration and rationalization of the staff of the Bill Mason Centre and MacSkimming. • use of outdoor education facilities. • target date for the development of the plan would be May 8, 1998. • SAT presently under Continuing Education whose objective is to be cost-recovery. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) No constraints related to Collective Agreement, legislation or Board Policy. • Base budget required to support outdoor education. Time Required to Implement Decision Dates /Milestones Development of plan by May 8,1998 with implementation of the plan March 31- program offerings in some schools may change of the centre for the school year 1998 -99. is unavailable, requiring students to change option selections. Success Evaluation Criteria BMC continue to operate at reduced cost. D.3.2 kwl ( I W (MOW r^ r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Close MacSkimming Outdoor Education Centre. Potential Cost Savine In 1998 -99 $255,000 Annualized Saving $255,000 Date Required Investment /Cost to Implement Staff Impact There will be some cost involved in mothballing the sire and Layoff of 1 elementary teacher;1 co- ordinator; 2 outdoor education maintaining the site until such time as the property is sold. Cost to be facilitators; 1 office administrator; 1 supervisor of maintenance; determined. 1 assistant supervisor of maintenance;1 custodian. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Closure of the MacSkimming Centre will severally impact on the outdoor education program in OCDSB, both during the school year and in the summer. • Business Plan has met its objective for Year 1 and is well on the way to meeting Year 2 - (3 year cost-recovery) Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • no constraints related to Collective Agreement, legislation or Board Policy. • Disposing of the site may prove to be problematic with respect to finding a purchaser, as much of the area is environmentally sensitive (Ministry of Environment) Time Required to Implement Decision Dates /Milestones Shutting down the facility could occur by August 1998. The length of May 31,1998 time required to dispose of the property through sale is undetermined. Success Evaluation Criteria Centre closed. Property sold. D.4.1 IN Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Bill Mason Centre Close Bill Mason Outdoor Education Centre Potential Cost Saving In 1998 -99 $304,428 Annualized Saving $304,428 Date September 1998 Required Investment /Cost to Implement Staff Impact Some minimal cost may be incurred in maintaining property until it is Lay off current staff: 1 Director (teacher); 3 Outdoor Education sold. Interpreters (10 month);1 Office Assistant (10.5 month);1 Outdoor June 1998 and Environmental Resource Teacher. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Closure of the centre would result in significant loss of opportunity for OCDSB students to experience outdoor and environmental education. • As centre is run by West Carleton Secondary School, there will have to be significant changes to the objectives of the school. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) No constraints related to Collective Agreement, legislation or Board Policy. • Disposing of the site may prove to be problematic with respect to finding a purchaser. Time Required to Implement Decision Dates /Milestones Shutting down the facility could occur by August 1998. The length of June 1998 time required to dispose of the property through sale is undetermined. Success Evaluation Criteria Centre closed. Property sold. D.4.2 tavol (4011, 46s,010 0 r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Post -21 Program - Grant - Cost Recovery Only. The Post -21 Program under Continuing Education was eliminated in the 1997 OBE Budget. In December 1997, a grant was received from the Literacy Secretarial to support the program to April 1, 1998. No grant has been forthcoming to continue the program. PntPntial Cnst Savincy In 1998 -1999 $80,000 (if not granted) Annualized Saving $80,000 Date Required Investment /Cost to Implement Staff Impact - Teachers under Continuing Education contracts will be N/A laid off. N/A September 1998 Impact of Change (e.g., on Student Education, School Community, Board -wide) • Without a grant, program for developmentally delayed adults will cease to exist under ABE umbrella. • Students will be wait - listed for other day programs under COMSOC. • Partnership with COMSOC ($45,000) will be lost. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) N/A Time Required to Implement Decision Dates /Milestones September 1998 Continuing Education staff is investigating with parents, other sources of funding for this program. Success Evaluation Criteria D.5 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Elimination of Focus on Future dollars. Potential Cost Savina In 1998 -1999 $437,700 Annualized Saving $437,700 Date March 3, 1998 Required Investment /Cost to Implement N/A Staff Impact Nil. Impact of Change (e.g., on Student Education, School Community, Board -wide) • All nutrition and literacy initiatives funded by Focus on Future would be eliminated. Twenty -three former OBE elementary schools and seven secondary schools would not receive extra dollars for the above. • Research indicates that extra funding for children at risk in elementary and secondary schools has positive benefits (Offord, 1995, 1996) • Partnerships established with Breakfast Programs (O.C.L.F. Canadian Living Foundation, Ottawa Food Bank would require a reorganization to the school level. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Community has a strong commitment to Focus on Futures. Time Required to Implement Decision Dates /Milestones N/A Budget decisions. Elimination of programs, June 30,1998. Success Evaluation Criteria N/A m (Wel (W (aw, r i^ r^ Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Establish a Focus on Future Programs in former CBE schools, by reviewing present focus concept and implementing an enhanced strategy across the District. The use of a new Poverty Index (MOET, Inner City Index) to ascertain school needs. An evaluation of the program component will be built in. Potential Cost Saving In 1998 -1999 ($438,000) Annualized Saving ($438,000) Date 6/3/98 Required Investment /Cost to Implement ($.438 Million) Staff Impact Nil Impact of Change (e.g., on Student Education, School Community, Board -wide) • Higher focus on at risk students - literacy, numeracy, aesthetics, professional development, community partnerships. • Extension of nutrition programs, but with enhanced partnerships with private sector and Canadian Living Foundation. • Extension of literacy /numeracy initiatives, with an implementation and evaluation component. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Nil. Time Required to Implement 4 months Decision Dates /Milestones (To establish which former CBE schools would meet established Budget Decisions criteria) Implementation for September 1, 1998 Success Evaluation Criteria • Redevelopment of Poverty Index to meet the needs of the District children. • Evaluation of pilot programs in literacy and numeracy by Program and Student Evaluation staff • School community feedback on effectiveness of new initiatives • Partnership with "Carleton Studies of Students At Risk" - MacMaster- Sherbrooke Centre D.7 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Rationalize the ESL /ESD staffing within the parameters of the applicable grant in the new grant structure. Potential Cost Saving In 1998 -1999 Dependent on funding. None envelop for ESL /ESD. Annualized Saving Date September 1, 1998 Required Investment /Cost to Implement N/A Staff Impact - Difficulty to ascertain until funding model is known. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Maintain staffing support for ESL /ESD programming and establish equitable allocation to schools in the former Boards. • See Report on ESL /ESD Options for further information Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Subject to decisions made in the Collective Bargaining process. Time Required to Implement Decision Dates /Milestones September 1998 Success Evaluation Criteria ESL /ESD staffing distributed systematically across the OCDSB within structure of the funding grants. M: (W- (60.11 ('11-V r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Realign and retrain Multi Media Technicians to work in for CBE Elementary and Secondary Schools to supply computer systems Potential Cost Saving In 1998 -1999 N/A Annualized Saving N/A Date Required Investment /Cost to Implement Staff Impact Training costs for upgrading to standards and skills required for a Staff would receive technology training and would be required to technician. support a family of schools, rather than just the secondary school, in both Mac and PC environments. If skill set required cannot be Computer technicians would provide support to all elementary and secondary schools ;in the O.C.D.S.B. matched, some redundancy and bumping could occur. Impact of Change (e.g., on Student Education, School Community, Board -wide) Secondary schools would have reduced basic support, but increased hardware/ software support; elementary schools would have additional support; harmonize the service model of both boards and allow for cross - fertilization between PC and MAC platforms and networks as we move into a long -term infrastructure project. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Requires permission of MOET to implement a differentiated staffing model. Time Required to Implement Decision Dates /Milestones September 1998 Success Evaluation Criteria Computer technicians would provide support to all elementary and secondary schools ;in the O.C.D.S.B. • j4' SECTION E: POTENTIAL CHANGES RELATED TO TRANSPORTATION School Year 199 8-99 School Year 1999 -00 Page Option ($ Millions) ($ Millions) E.1 Change school opening and closing times to generate transportation savings 1.100 1.100 E.2 Eliminate all normal transportation entitlements for students in Grades 7 to OAC who live within the Ottawa - Carleton urban transit area .400 .400 E.3 Reduce provision of OC Transpo to eligible financially disadvantaged students from ten months to eight months .030 .030 - EA Eliminate the provision of OC Transpo to students on co- operative work placements .150 .150 E.5 Eliminate all busing to Canterbury High School's arts program .245 .245 E.6 Eliminate all busing to Colonel By Secondary School's International Baccalaureate .040 .040 E.7 Reduce noon hour transportation to Secondary School Alternate Program .100 .100 E.8 Eliminate transportation to Elementary Middle Immersion .060 .060 E.9 Eliminate transportation to Elementary Alternative Schools .190 .190 E.10 Eliminate transportation to Elementary Congregated Gifted programs .125 .125 E.11 Schedule Professional Development days to coincide with coterminous Board to generate transportation savings .024 .024 E.12 Cancel Summer School transportation for Special Education students .115 .115 E.13 Accept advertising on the Board's school buses 100 .100 r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "A" Additional opportunities for Transportation efficiencies through further Staggering of School Opening and Closing Times Maximize vehicle utilization through expanded double /triple/ quadruple route arrangements by further staggering of school opening /closing times. Expanded opportunities for shared runs with the OCCDSB where possible. Assumptions: • "status quo" entitlement /eligibility provisions for student transportation. • a range of school opening /closing times are as follows: • Elem.(urban) schools earliest at 8:00 am. - 2:30 pm.; latest at 9:30 am. - 4:00 pm. • Elem. (rural) schools earliest at 8:15 am. - 3:45 pm.; latest at 9:15 am. - 3:45 pm. • Sec. (urban & rural) earliest at 8:00 am. - 2:15 pm.; latest at 9:30 am. - 4:00 pm. • expanded cooperation with our coterminous board, the Ottawa - Carleton Catholic District School Board ( OCCDSB) • flexibility to drop -off and pick -up transported students, 15 minutes before and after school opening /closing times. • no changes in school attendance areas other than those already approved by the board for 1998 -99. Geographical areas where further changes are possible: i) within former CBE (Cumberland Township, Osgoode Township, West Carleton Township/ City of Kanata) • $815,000. Estimated Savings ii) within former OBE (City of Ottawa - Western Area) • $35,000. Estimated Savings iii) border areas (Cities of Nepean /Ottawa /Gloucester /Orleans) • $250,000. Estimated Savings Potential Cost Savine In 1998 -1999 $1.1 Million With the increased conterminous sharing and efficiencies proposed in Annualized Saving $1.1 Million Date Effective September 1998 this option, there will be additional savings to the Board's Coterminous School Board which are not reflected in the above noted savings. Required Investment /Cost to Implement Staff Impact N/A N/A E.1 Impact of Change (e.g., on Student Education, School Community, Board -wide) • This change may have a negative impact on enrolment; disruption to school community with initial change; earlier pick -up and later drop -off times for students. • This saving can be achieved by maintaining the current entitlement distances. • If Gr. 7 - OAC transportation is cancelled in the urban area of the former CBE, the savings of this option can still be achieved through a major route reorganization with further school time changes. This would require further study by staff. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None. Time Required to Implement Decision Dates /Milestones Decision in April 1998, leaving 4 to 5 months for community Decision by Board in April 1998, early consultation with School notification and route implementation. Principals. School community notification in May 1998. Implementation for September 1998. Success Evaluation Criteria Reduced transportation expenditures will help to meet any potential reduction in funding from the Ministry of Education and Training. .-C) r r, Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "B" - Harmonization of Student Transportation Policies W i) eliminate transportation for Grades 7 to OAC in the urban areas of the former CBE, including areas covered by OC Transpo's urban transit limits (UTA). The boundaries of the UTA extend beyond the limits of the NCC Greenbelt and cover the areas of the urban portion of the city of Kanata, the Barrhaven and Longfields /Davidson Heights communities in the City of Nepean, Blackburn Hamlet, Blossom Park and Orleans, encompassing Convent Glen, Chapel Hill North and South and Queenswood /Chatelaine Village, Queenswood Heights and Fallingbrook. This option would be consistent with the eligibility criteria of the former OBE in that all urban areas would not be provided with transportation for Grades 7 to OAC. Currently, Grades 7 to OAC students of the former OBE are not provided with transportation unless they are financially disadvantaged and meet the distance entitlement requirement. With this option, it is assumed that transportation will continue to be provided for students who are financially disadvantaged and meet the criteria as contained in each of the policies of the two former Boards. Potential Cost Savine In 1998 -1999 • If former OBE Policy is adopted - Estimated Net $400,000. Annualized Saving • If former OBE Policy is adopted - Annualized Savings - $400,000. • If former CBE Policy is adopted - Annualized Cost - $440,000. Date • If former CBE Policy is adopted - Estimated Additional Cost $440,000. Assumes that students would receive passes for 10 months. Incorporates estimated costs for financially disadvantaged students. Required Investment /Cost to Implement Staff Impact N/A N/A E.2 Impact of Change (e.g., on Student Education, School Community, Board -wide) Based on current 1997 -98 data, an estimated 4,250 students (Sec. = 2,600; Elem. = 1,650) will be impacted by this option. As a result, parents and students will be responsible for their own transportation to /from school. Negative impact on enrolment expected as students may opt to attend other schools outside the Board's jurisdiction, which are more accessible and where transportation is provided. Students impacted by this option reside greater than 3.0 km. for Gr's. 7 & 8 and 4.0 km. for Gr. 9 - OAC. These distances are not walking distances and will necessitate students obtaining some form of transportation to attend school at parental expense. The cooperation of OC Transpo is required in order to ensure the availability of public transit service or an alternative for the affected students. Staff have consulted with OC Transpo representatives to determine the availability of OC Transpo service in the event the Board decides to implement this option. OC Transpo are currently assessing their ability to supply the additional service by September 1998 for the approximately 4,000 students currently transported on yellow school buses inside the UTA. A response is expected from OC Transpo for the 23 March 1998 board Meeting. It is expected that staff will be in a position to report on the results of the consultation with OC Transpo at that time. Students will expect to attend their closest school irrespective of their school attendance boundary which will cause fluctuations in enrolment levels, programs, capacities and staffing. If on the other hand, the Board were to adopt the former policy of the CBE and provide transportation for all Grades 7 to OAC, the additional cost to the Board would be $440,000. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy on transportation entitlement needs to be harmonized to address this option. Some students may be impacted by Section 21(2) Education Act. A student may be excused from attendance at school if transportation is not provided by the Board for the child and there is no school that the child has a right to attend is situated within 4.8 kms. from the child's residence measured by the nearest road if the child has attained the age of ten years on or before the first school day in September in the year in question. Time Required to Implement Decision Dates /Milestones • Optimal time of one -year period to meet OC Transpo's March /April /98 Community Consultation. requirements, e.g.. extra vehicles. April /May /98 Boundary Decision and Community Notification. • 5 months from an April Board decision. Success Evaluation Criteria Reduced transportation expenditure levels. r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "B" - Harmonization of Student Transportation Policies ii) reduce provision of OC Transpo from 10 to 8 months for eligible students of the former CBE who are financially disadvantaged and meet the distance entitlement criteria, consistent with the former OBE policy. Potential Cost Saving In 1998 -1999 Annualized Saving • If former OBE Policy is adopted - Estimated Net Savings $30,000. • If former OBE Policy is adopted - Annualized Savings $30,000. • If former CBE Policy is adopted - Additional Cost $95,000. • If former CBE Policy is adopted - Annualized Additional Cost $95,000. Date Board policy needs to be revised and harmonized to account for differences in two former Board policies. Time Required to Implement Effective September 1998 Required Investment /Cost to Implement Staff Impact N/A N/A Impact of Change (e.g., on Student Education, School Community, Board -wide) Approximately 320 students would be impacted by this option. Students would have to provide their own transportation during the two non- winter months ( September and June). During these two months, students would at least not experience any of adverse weather conditions in travelling to and from school. If the Board were to adopt the former CBE policy of providing OC Transpo for 10 months for students who meet the distance and financial criteria, an estimated additional cost of $95,000. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy needs to be revised and harmonized to account for differences in two former Board policies. Time Required to Implement Decision Dates /Milestones April - September 1998 Board Decision - April 1998. Notification to affected parents and students - May 1998. Success Evaluation Criteria Reduced transportation expenditure. E.3 Ottawa - Carleton District School Board o 0 BUDGET CHANGE OPTIONS Option "B "" - Harmonization of Student Transportation Policies iii) cancel provision of 5 month OC Transpo Passes /Tickets to former CBE secondary students requiring transportation to cooperative work placements, consistent with former OBE policy in this area. Potential Cost Saving In 1998 -1999 $150,000 Annualized Saving $150,000 Date Effective September 1998 Required Investment /Cost to Implement Staff Impact N/A Guidance staff may be required to spend more time identifying work Decision Dates /Milestones placements accessible to students in areas closer to their home schools. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Will impact on students requiring transportation to attend a work placement, such that their participation in the program may be reduced. • The lack of transportation may also alter and limit their choices for an appropriate work placement. • Students /parents will be required to provide their own transportation to /from the cooperative work placement. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy needs to be revised and harmonized to account for differences in two former Board policies. Time Required to Implement Decision Dates /Milestones April - September 1998. Board Decision - April 1998. Notification to affected parents and students - May 1998 Success Evaluation Criteria Reduced transportation expenditures. If student participation rates in the cooperative work programs continue at current rates despite the cancellation of Board Transportation. EA r r r Ottawa - Carleton District School Board i BUDGET CHANGE OPTIONS Option "C" - Cancellation of Transportation to Specialty Programs and Congregated Centres i ) cancel transportation for former CBE students attending the Canterbury H.S. Arts Program consistent with the former OBE policy. Potential Cost Saving In 1998 -1999 In 1998 -99 $245,000 Annualized Saving $245,000 Date Effective September 1998 Required Investment /Cost to Implement Staff Impact N/A Potential staffing impact at Canterbury H.S. if student enrolment is Time Required to Implement reduced. Impact of Change (e.g., on Student Education, School Community, Board -wide) An estimated 300 students will be impacted by this option. Approximately 200 of these students reside in rural areas, not accessible to CC Transpo. Parents and students will be responsible for their own transportation. If these students opt to attend their designated home schools and are eligible for transportation, students can be accommodated on existing bus routes at no additional cost. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy to be reviewed. Time Required to Implement Decision Dates /Milestones April - September 1998 School Community Consultation - March /April 1998. Board Decision - April 1998. Notification to affected parents /students - May 1998 Success Evaluation Criteria Reduced transportation expenditure. E.5 Ottawa - Carleton District School Board d BUDGET CHANGE OPTIONS Option "C" - Cancellation of Transportation to Specialty Programs and Congregated Centres ii) cancel transportation for former CBE students attending the International Baccalaureate Program at Colonel By S.S. Potential Cost Savine In 1998 -1999 $40,000 Annualized Saving $ 40,000 Date Effective September 1998 Required Investment /Cost to Implement N/A Staff Impact N/A Impact of Change (e.g., on Student Education, School Community, Board -wide) Impact for students currently residing in rural areas; (Cumberland, rural Gloucester and Osgoode) where access to public transit is not currently available. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy needs to be revised and harmonized to account for differences in two former Board policies. Time Required to Implement Decision Dates /Milestones April - September 1998 School Community Consultation - March /April 1998. Board Decision - April 1998. Notification to affected parents /students - May 1998 Success Evaluation Criteria Reduced transportation expenditure. E.6 4401, Lov 4600 r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "C" - Cancellation of Transportation to Specialty Programs and Congregated Centres iii) cancel noon -time transportation for former CBE students attending the secondary alternate program at the three designated centres. Still assumes the provision of am. /pm. transportation to the program. Potential Cost Saving In 1998 -1999 $100,000 Annualized Saving $ 100,000 Date Effective September 1998 Required Investment /Cost to Implement Staff Impact N/A Additional supervision will be required for students while they wait April - September 1998 at school for their return transportation home. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Students registered in the half day programs would be required to remain at school an approximate 3 additional hours. each day. • Students are predominantly rural and cannot access public transit. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) N/A Time Required to Implement Decision Dates /Milestones April - September 1998 Board Decision - April 1998. Notification to affected parents/ students - May 1998 Success Evaluation Criteria Reduced transportation expenditure. E.7 f� .f Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "C" - Cancellation of Transportation to Specialty Programs and Congregated Centres iv) cancel transportation for former OBE students attending the Elementary Middle French Immersion Program. Potential Cost Saving In 1998 -1999 $60,000 Annualized Saving $60,000 Date Effective September 1998 Required Investment /Cost to Implement N/A Staff Impact N/A Impact of Change (e.g., on Student Education, School Community, Board -wide) Currently the former OBE offers a Middle French Program in three schools; D. Roy Kennedy, Featherston and Overbrook. There are approximately 400 students in the program of which approximately 190 are transported. Depending on the location of the MFI program, the cancellation of transportation may impact on the numbers of students registering /attending the MFI program, resulting in an impact on staffing levels and programs. No anticipated impact on transportation requirements, should students opt to attend their home school. For those students requiring transportation in accordance with the eligibility requirements, arrangements will be covered through existing routes. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy on transportation needs to be revised. Time Required to Implement Decision Dates /Milestones April - September 1998 School Community Consultation - March /April 1998. Board Decision - April 1998. Notification to affected parents/ students - May 1998 Success Evaluation Criteria Reduced transportation expenditures. E.8 LW (W Lot r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "C" - Cancellation of Transportation to Specialty Programs and Congregated Centres v) cancel transportation for former OBE students attending the Elementary Alternative School Program. Potential Cost Saving In 1998 -1999 $190,000 Annualized Saving $190,000 Date Effective September 1998 Required Investment /Cost to Implement N/A Staff Impact N/A Impact of Change (e.g., on Student Education, School Community, Board -wide) Currently the former OBE offers a Elementary Alternative School Program in five schools; Grant, Churchill, Lady Evelyn, Crichton and Riverview Alternative. There are approximately 1,700 students enrolled in the program of which approximately 1,100 are transported. The cancellation of transportation (in the am /noon and pm periods) may impact on the numbers of students registering/ attending the Alternative Elementary Program, resulting in an impact on staffing levels and programs. An additional one bus may be required to provide transportation for these students if they attend their home school. This has been reflected in the estimated net savings for this option. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy on transportation needs to be revised. Time Required to Implement Decision Dates /Milestones April - September 1998 School Community Consultation - March /April 1998. Board Decision - April 1998. Notification to affected parents/ students - May 1998 Success Evaluation Criteria Reduced transportation expenditures. E.9 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "C" - Cancellation of Transportation to Specialty Programs and Congregated Centres vi) cancel transportation for former OBE students attending the congregated elementary gifted program. Potential Cost Saving In 1998 -1999 $125,000 Annualized Saving $125,000 Date Effective September 1998 Required Investment /Cost to Implement N/A Staff Impact N/A Impact of Change (e.g., on Student Education, School Community, Board -wide) If transportation is cancelled for students attending the Congregated gifted elementary program and students opt to attend their designated home school, the needs of the affected students will be addressed at their home school. This option will impact approximately 325 students. The cancellation of transportation may impact on the number of students registering/ attending the congregated gifted elementary program, which could result in an impact on staffing levels and programs. No anticipated impact on transportation requirements, should the students opt to attend their home school. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Board policy on transportation needs to be revised. Time Required to Implement Decision Dates /Milestones April - September 1998 School Community Consultation - March /April 1998. Board Decision - April 1998. Notification to affected parents /students - May 1998 Success Evaluation Criteria Reduced transportation expenditures. E.10 (moo, r r r" Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "D" - Eliminate Uncommon PA Days and Associated Transportation Costs Based on the current 1997 -98 calendar, this option assumes six uncommon PA Days. Potential Cost Saving In 1998 -1999 $24,000 Annualized Saving $24,000 Date Effective September 1998 Required Investment /Cost to Implement Staff Impact Impact of Change (e.g., on Student Education, School Community, Board -wide) Streamlined transportation arrangements between the two Boards requiring cooperation of the Coterminous Board in achieving a common school year calendar. Currently, 57 buses /routes are affected by the uncommon PA days that exist between the two Boards. Transportation costs associated with uncommon PA days will increase with expanded sharing of transportation. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) N/A Time Required to Implement Decision Dates /Milestones March - September 1998 Early decision in preparation for upcoming school year. Success Evaluation Criteria • Reduced transportation expenditure. • Streamlined and efficient transportation. E.11 O Ottawa - Carleton District School Board 0 °Q BUDGET CHANGE OPTIONS Option "E" - Cancel Summer School Transportation that is not cost recovery. Cancel transportation for summer school programs operated under the umbrella of the Two -Board Memorandum of Agreement regarding Educational Programs for Ottawa and Carleton School Age Pupils with Developmental Disabilities, beginning July 1999. Potential Cost Saving In 1998 -1999 Net Savings of $115,000 Annualized Saving $115,000 Date July 1998 Required Investment /Cost to Implement Staff Impact N/A Enrolment in the summer program may decline as a result of the Time Required to Implement cancellation of summer school, and create a staffing impact. Impact of Change (e.g., on Student Education, School Community, Board -wide) Cancellation of transportation for students attending summer school programs covered under the Two -Board Memorandum of Agreement will impact on the enrollment in the program. Students retention of what they learned in the current school year will be affected if students are not able to attend summer school by providing their own transportation. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Two -Board Memorandum of Agreement provisions which are in effect until the end of July 1998. Consideration of this option is possible for implementation July 1999, with advance notice. Time Required to Implement Decision Dates /Milestones One year. A decision is required in 1998, for implementation in July 1999. Success Evaluation Criteria Reduced transportation expenditure. E.12 i^ r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "G" - Advertising on School Buses Potential revenue to be generated by advertising on the inside /outside of the buses. Potential Cost Saving In 1998 -1999 $100,000. potential revenue year 1. Annualized Saving Date $100,000. year 1. $200,000. potential revenue year 2 $200,000. year 2 Required Investment /Cost to Implement Staff Impact Initial and ongoing set -up costs to be recovered through advertising N/A revenue and is accounted for in the estimated revenue above. Success Evaluation Criteria Impact of Change (e.g., on Student Education, School Community, Board -wide) • Subject to cooperation of carriers and coterminous school board required to implement this initiative. • Further research and study required to determine feasibility and advisability of this initiative. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Provincial legislation/ regulation requirements to be reviewed. Currently, a number of school boards in central and southern Ontario have implemented advertising on school buses. Time Required to Implement Decision Dates /Milestones March - September 1998 and beyond Board decision required April 1998 Success Evaluation Criteria If initiative is determined to be feasible and advisable, and there is a successful implementation of this initiative, transportation expenditures will be offset by revenue to be generated. E.13 //D SECTION F: POTENTIAL CHANGES TO OTHER AREAS Page Option School Year 1998 -99 ($ Millions) School Year 1999 -00 ($ Millions) F.1 Restructure delivery of custodial and maintenance services .920 .920 F.2 Restructure all Program and Curriculum Services through a three - year period .600 .600 F.3 Restructure Program and Evaluation Services .080 .080 F.4 Restructure all Program and Student Evaluation Services through a three -year phase -out .080 .080 F.5 Reduce Continuing Education budgets .200 .200 F.6 Reduce costs in Information Technology 200 .200 F.7 Restructure Central Administration staffing positions 2.570 3.180 F.8 Close two administrative buildings .300 .360 F.9 Restructure transportation delivery model .100 .100 F.10 Relocate all transportation office staff to Greenbank Road .026 .026 F.11 Discontinue central Volunteer Services function .053 .053 F.12 Discontinue the Employee Assistance Program and functions .300 .300 F.13 Eliminate Staff Development and Training .740 .740 F.14 Restructure Salary and Benefit packages 3.800 3.800 F.15 Reduce cost of Occasional Teachers .080 .080 F.16 Eliminate all Grants / Donations .156 .156 F.17 Eliminate all Board Memberships .177 .177 F.18 Reduce Trustee Communications and Services expenditures .040 .040 F.19 Reduce Mileage Rate .040 .040 r r r Ottawa - Carleton District School Board i BUDGET CHANGE OPTIONS Option Restructure delivery of custodial and maintenance services. Harmonize level of custodial staffing throughout the District. - all elementary schools to have one custodian during the day - reduction in secondary school day shift numbers so all secondary schools are staffed consistently. Potential Cost Saving In 1998 -1999 $600,000 In 1999 -2000 $780,000 Annualized Saving $780,000 Date Starting September 1998 Required Investment /Cost to Implement $100,000 Staff Impact 30 positions. Impact of Change (e.g., on Student Education, School Community, Board -wide) • decline in service levels in the schools losing staff. • reduced flexibility for those schools - fewer staff to deploy on related custodial duties. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements. Time Required to Implement Decision Dates /Milestones Four months. - Board approval of staff level. - Meeting with principals. - Publication of standards. Success Evaluation Criteria Clean schools with adequate custodial service. F.1 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Restructure delivery of custodial and maintenance services. Reduce family of schools maintenance staff. Potential Cost Savine In 1998 -1999 Net $270,000 In 1999 -2000 Net $270,000 to $410,000 Annualized Saving $270,000 to $410,000 Date September 1998 Required Investment /Cost to Implement Retraining of remaining staff. Staff Impact 12 positions (1 Carpenter, 11 Site Stationary Engineers) Impact of Change (e.g., on Student Education, School Community, Board -wide) At present each family of schools have a site stationary engineer. This option would reduce the stationary engineers to one per each two family of schools. The focus of the jobs would return to maintaining the mechanical systems of the Board's buildings. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements. Time Required to Implement Decision Dates /Milestones Four months. Board approval at staffing levels. Meeting with principals. Success Evaluation Criteria Maintenance of physical plant equipment in schools. F.1.1 L01 c, c, 1 1 r r i•° Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Restructure delivery of custodial and maintenance services. Reduce trucking services. Potential Cost Savine In 1998 -1999 $50,000 In 1999 -2000 $50,000 to $93,000 Annualized Saving $50,000 to $93,000 Date Required Investment /Cost to Implement None, if delivery schedule can be adjusted. Staff Impact 3 positions Impact of Change (e.g., on Student Education, School Community, Board -wide) The change will reduce the availability of "free" delivery services for the Board's sites. The service would be replaced with contract service on an as need basis. This would be arranged by areas of the region on pre - scheduled days, ending immediate response. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements. Time Required to Implement Decision Dates /Milestones Four months. Board approval at staffing level. Success Evaluation Criteria Smooth operation of truck service delivery system. F.1.2 w Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Restructure delivery of custodial and maintenance services. Harmonize level of custodial staffing throughout the District. - all elementary schools to have one custodian during the day - reduction in secondary school day shift numbers so all secondary schools are staffed consistently. Potential Cost Saving In 1998 -1999 $600,000 In 1999 -2000 $780,000 Annualized Saving $780,000 Date Starting September 1998 Required Investment /Cost to Implement $100,000 Staff Impact 30 positions. Impact of Change (e.g., on Student Education, School Community, Board -wide) This option will change the staffing formula for schools in the former OBE to the same basis used by the former CBE. The result would be to have all elementary schools with one custodian during the day. Secondary school custodian allocation is based on enrolment and square footage. The change would reduce the formula for former OBE schools. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Collective Agreements. Time Required to Implement Decision Dates /Milestones Four months. - Board approval of staff level. - Meeting with principals. - Publication of standards. Success Evaluation Criteria Clean schools with adequate custodial service. F.1.3 LV 4601, (40*4 r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Phase out Program and Curriculum over a three -year period. Potential Cost Saving In 1998 -1999 $600,000 Annualized Saving $1.2 M Date Required Investment /Cost to Implement Staff Impact Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • Return all curriculum support staff to schools. Lack of consistency in curriculum implementation across the system if this becomes totally school- based. • Increased redundancy for teachers. Decision Dates /Milestones • No professional development for teachers. Impact of Change (e.g., on Student Education, School Community, Board -wide) • loss of Board -wide accountability for curriculum implementation evaluation and development. • loss of curriculum implementation initiatives at the Board level for the system. • loss of central support for report cards, IT integration, secondary restructuring, curriculum development at elementary level. • loss of support in terms of community issues or reports on specific issues for Board. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Major shift in focus in terms of who delivers curriculum development, implementation and evaluation. Lack of consistency in curriculum implementation across the system if this becomes totally school- based. Time Required to Implement Decision Dates /Milestones 3 years. Evaluation at each point - June 30, 1998, 1999, 2000 Success Evaluation Criteria In Year 1, a restructured Program and Curriculum Services Department will offer limited services to schools and the Board. In Year 2, a radically down -sized department would be able to respond to Board issues only. In Year 3, all initiatives will be school- based. F.2 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Restructure Program and Student Evaluation Potential Cost Saving In 1998 -1999 $80,000 Annualized Saving $80,000 Date September 1998 - August 1999 Required Investment /Cost to Implement N/A Staff Impact Downsizing of joint staffs. Bumping to take place as per contract. Impact of Change (e.g., on Student Education, School Community, Board -wide) • Professional development and support for teachers in evaluation and accountability will be lost. • Ability to respond to accountability practices (EQAO, TIMMS) will be limited. • School profile project will be restructured. • Board examination Project restructured. • Loss of support in terms of community issues and /or reports for the Board. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) N/A Time Required to Implement Decision Dates /Milestones September 1, 1998 Success Evaluation Criteria A restructured Program and Student Evaluation Department will offer limited services to schools and the Board. F.3 44w, AWN T " r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Phase out Program and Student Evaluation over a three -year period. Potential Cost Saving In 1998 -1999 $80,000 Annualized Saving $ Date Required Investment /Cost to Implement Staff Impact Lay off or re deployment of all Program and Student Evaluation staff. Impact of Change (e.g., on Student Education, School Community, Board -wide) • loss of system and interpretation of program and student evaluation initiatives - accountability. • loss of ability to respond to specific needs or initiatives at a system level. • loss of central support in terms of community issues or reports on specific issues to the Board. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • MOET expectations with respect to accountability would be difficult to address. • Increased training needs for principals, teachers and school councils. • Ability as a Board to respond to Ministry queries and initiatives. Time Required to Implement Decision Dates /Milestones 3 years June 1998,1999, 2000 Success Evaluation Criteria Program and Student Evaluation is totally school- based, without central direction or support. FA Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Maintain the Continuing Education Department on a cost recoverable basis. Programs to include: Specialty Skills and Interest; Adult Basic Education; Language Instruction for New Canadians; Extra - Curricular Creative Arts Program; Adult ESL; Community Use of Schools; Staff Training Facilitator, Summer and Night School Credit Programs; International Language Program and Independent Study Courses. Potential Cost Saving In 1998 -1999 will be reduced by $200,000 by the elimination of 4 staff Annualized Saving $200,000 positions. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Date 1998 -99 school year. Time Required to Implement Required Investment /Cost to Implement Staff Impact - Loss of 4 positions. Bumping by individuals in the Information about the Continuing Education grants is required to make system as per contract. Impact of Change (e.g., on Student Education, School Community, Board -wide) • this cost recoverable approach will allow the OCDSB to maintain a Continuing Education program in all the above areas at no cost to the Board, through a combination of fees, Continuing Education grants and other ABE /ESL grants (federal/ provincial). Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) • the cost recoverable mandate will incorporate funding available from MOET for Continuing Education programs. Time Required to Implement Decision Dates /Milestones By August 31,1998 Information about the Continuing Education grants is required to make this decision. Success Evaluation Criteria Continuing Education offers complete program as listed on a cost - recovery basis. F.5 (awl" (MOO, r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Reduce cost in Information Technology Potential Cost Savine In 1998 -1999 $200,000 Annualized Saving $200,000 Date Required Investment /Cost to Implement Staff Impact (Mainframe and staff reduction) • redeployment of mainframe staff to support services. Decision Dates /Milestones • increased workload for remaining staff. Impact of Change (e.g., on Student Education, School Community, Board -wide) • eliminate OBE mainframe by October 31, 1998 • consolidate licensing, client- server issues across two former Boards. • Slower response and broadening of timelines for several ongoing projects, i.e., conversion to IPPS Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) N/A Time Required to Implement Decision Dates /Milestones October 31, 1998 - to turn off former OBE mainframe August 31,1998 Success Evaluation Criteria I.T. operates proactively with a $200,000 cut across its budgets, moving to client- server basis. F.6 Ottawa - Carleton District School Board �O BUDGET CHANGE OPTIONS Option Restructure Central Administration staffing positions (excluding the Special Education and Student Services department, the Program and Information Technology departments and the E.A.P. service which are dealt with in separate Budget Change Options sheets). Potential Cost Savin¢ In 1998 -1999 $2,570,000 Annualized Saving $3,180,000 Date No later that September, 1998. Required Investment /Cost to Implement Staff Impact • Severance costs. See below in the "Impact of the Change" section. • Costs to improve the information technology and the use of that information technology to provide assistance given the reduced Director's Office number of staff positions. Impact of Change (e.g., on Student Education, School Community, Board -wide) The reductions in central administration staffing positions will have a significant effect on the types of services and the level of services that will be provided to trustees, schools, staff, federation /unions, and the community, including school councils and parents. The reductions in central administration staffing positions (excluding those areas noted above which are being dealt with on separate sheets) is summarized as follows: Current Proposed Reduction Reduction in Positions as Staffing in Positions a Percentage of Department (s) Level F.T.E. Current Staffing Levels Notes All Superintendents and their Administrative Support Staff 26.0 4.0 15.4% 1 Superintendent and 1 Administrative Support reduced as of September, 1998 and the position other Superintendent and Administrative Director's Office Support positions as of September, 1999. Board Services 37.5 9.0 24.0% Communications Human Resources 58.7 18.7 31.9% Business Departments ositions as of September, 1999; these numbers are subject to further review and 125.0 28.5 22.8% 21.5 positions effective September, 1998 and a may be adjusted. further 7.0 Administration and Planning Services 23.0 5.0 21.7% (Incl. Transportation). School Operations 2.0 2.0 100.0% 1 -position effective September, 1998 and the oher position effective September, 1999. L 4 L r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Restructure Central Administration (continued) Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Employment standards provisions, collective agreement provisions, provisions of the non - affiliated employee handbook, policies of the former boards and the common law will provide some requirements for severance payment- related costs (including any service gratuity). These severance - related costs do not prevent the reduction in the number of staff positions but they may reduce the savings achieved in the first year (1998 -99). Time Required to Implement Four to six months Success Evaluation Criteria Decision Dates /Milestones Board approval of the budget. A reduction in central administration staff costs, while allowing the system to continue to operate (especially during the transition to the new funding model). F.7 �P Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Close two administration buildings: - Gilmour - Brook Lane Potential Cost Savin In 1998 -1999 $300,000 Annualized Saving $360,000 In 1999 -2000 $360,000 Date September 1998 Required Investment /Cost to Implement Staff Impact $60,000 6 Staff Impact of Change (e.g., on Student Education, School Community, Board -wide) • Staff will be required to move locations. • Courses /meetings will have to be held elsewhere. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None. Time Required to Implement Decision Dates /Milestones Four months. Board approval. Design of space for relocated staff. Fit -up of space. Move. Success Evaluation Criteria Completed move and mothballed facilities. � c e (UV r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Restructure transportation delivery model Potential Cost Saving In 1998 -1999 Net savings of $100,000 Annualized Saving $100,000 Date Effective September 1998 Required Investment /Cost to Implement Staff Impact Decision Dates/ Milestones School bus drivers positions become redundant. Based on current Subject To Collective Agreement Collective Agreement Provisions, other positions would have to be Comparable work for staff affected by the contracting out of these six routes. found for affected staff. Impact of Change (e.g., on Student Education, School Community, Board -wide) None Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Current Collective Agreement governing the former OBE bus drivers. Time Required to Implement Decision Dates/ Milestones March - September 1998 Subject To Collective Agreement Success Evaluation Criteria Comparable work for staff affected by the contracting out of these six routes. Reduced transportation expenditures and continued delivery of student transportation service. F.9 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option "H" - Cancellation of Lease of Space for former OBE Transportation Department Potential Cost Saving In 1998 -1999 Effective April 1998 Annualized Saving $ 26,000 Date Effective April 1998 Required Investment /Cost to Implement Relocation costs. Staff Impact N/A Impact of Change (e.g., on Student Education, School Community, Board -wide) Integration of two departments will increase transportation operational efficiencies. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None Time Required to Implement Decision Dates /Milestones To be implemented April 1998 April 1998 Success Evaluation Criteria Effective and efficient delivery of a student transportation system. c. c, r^ r^ r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Volunteer Services Eliminate Co- ordinator position and support budgets. Potential Cost Saving In 1998 -1999 Co- ordinator of Volunteers salary $46,200 Annualized Saving $53,000 Travel /Supplies /Printing $6,800 Possible reduction in number of volunteers and their involvement with students and school activities. $53,000 Date Beginning September 1998. Required Investment /Cost to Implement Staff Impact N/A Potential bumping. Impact of Change (e.g., on Student Education, School Community, Board -wide) • all screening and training of volunteers will be done by school principals for their own schools. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Possible reduction in number of volunteers and their involvement with students and school activities. Time Required to Implement Decision Dates /Milestones N/A Service ends June 30,1998. Success Evaluation Criteria Anecdotal feedback from principals. F.11 1 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Discontinue Employee Assistant Program (E.A.P.) and Functions Potential Cost Saving In 1998 -1999 $300,000 Annualized Saving $300,000 Date September, 1998 Required In to Implement Staff Impact No direct costs but there may be indirect costs in terms of the impact on 2.8 full -time equivalent positions (4 employees) the system [Terminate contract with service providers (for former CBE) Impact of Change (e.g., on Student Education, School Community, Board -wide) The employee assistance function is currently being provided in two ways. For former OBE employees there is an in -house service provided by four employees (2.8 F.T.E. positions). The annual cost of this in -house services is approximately $180,000. For former CBE employees this service is provided by a contracted service provider. The annual cost of this contract is approximately $80,000 (based upon the 1997 costs). If the employee assistance programs and functions were to be discontinued then the counseling and support functions currently being provided to employees would no longer be provided. These services and functions provide assistance to employees in dealing with a variety of concerns which impact not only on employees' personal lives but also may impact on their performance in the workplace. For example, these services and functions assist employees receiving layoff notices in coping with the stresses resulting from such notices. As a result, in the absence of these services there may be an indirect cost to the Board in terms of employee attendance/ absences. An alternative to the discontinuation of the E.A.P. services and functions may be to restructure the services provided and review the delivery options in order to reduce the costs, especially those costs associated with the in -house service offered to employees of the former OBE. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) An employee assistance program is not included amongst the benefits which must be provided to employees in any of the current collective agreements except for the collective agreement between PASU (Professional Administrative Services Unit) of the former OBE. [However, the PASU collective agreement does not specify the manner in which "an employer- funded counseling is be service" to provided to members of the bargaining unit.) Time Required to Implement Decision Dates /Milestones Three months (depending upon whether the overall service is to be A final decision on the continuation (or restructuring) of the employee restructured or eliminated. assistance program and functions be made by June, 1998 or earlier. Success Evaluation Criteria 4600-� Lol (W r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Eliminate Staff Development Function Potential Cost Saving In 1998 -1999 $740,000 Annualized Saving $740,000 Date Required Investment /Cost to Implement Staff Impact N/A 1 Academic position and 6 admin. and support positions if proposed Time Required to Implement model used as basis. Impact of Change (e.g., on Student Education, School Community, Board -wide) • limited leadership development. • limited retraining for deployed staff. • reduced capacity to review, revise and develop new processes for staff appraisal and selection. • reduced inservice opportunities for all staff. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) N/A Time Required to Implement Decision Dates /Milestones Could be implemented immediately. By late spring to re deploy staff with C.A. associations/ implications. Success Evaluation Criteria All staff development, selection and appraisal processes handled effectively by other Human Resources staff. 'V F.13 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Restructure Salary and Benefits Packages Potential Cost Saving In 1998 -1999 $3,800,00 Annualized Saving $3,800,00 Date September, 1998 Required Investment /Cost to Implement Nil. Staff Impact No loss of positions Impact of Change (e.g., on Student Education, School Community, Board -wide) • there is the potential for this option to have a further impact (negatively) on the morale and stress levels of staff in the system. This is especially likely given the recent layoff notices and given the limited salary adjustments which have been implemented during the last four to five years. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Any salary and benefit restructuring savings could only be achieved through the collective bargaining process with representatives of all of the various employee groups. Time Required to Implement Decision Dates /Milestones Will depend upon the timeframe within which such restructuring can August, 1998 (for implementation date of September, 1998. be negotiated. Success Evaluation Criteria � � L r r r Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Reduce cost of occasional teachers Potential Cost Saving In 1998 -1999 $80,000 Annualized Saving $80,000 Date September, 1998 Required Investment /Cost to Implement Staff Impact Nil. No loss of regular staff positions but there could be a reduction in the • there is the potential for this option to have a further impact (negatively) on the morale and stress levels of staff in the system. use of occasional teachers (dependent upon the manner in which this Decision Dates /Milestones saving is implemented). Impact of Change (e.g., on Student Education, School Community, Board -wide) • cost of occasional teachers reduced by reducing the usage of occasional teachers • the manner in which teacher absences are covered • a potential impact on the instruction received by students during a teacher's absence. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) Any reduction in the cost of occasional teachers could be achieved through the collective bargaining process with representatives of the elementary and the secondary occasional teachers. • there is the potential for this option to have a further impact (negatively) on the morale and stress levels of staff in the system. Time Required to Implement Decision Dates /Milestones Will depend upon the manner in which this reduction is implemented and it may depend upon the time frame within which such August, 1998 (for implementation date of September 1, 1998). restructuring can be negotiated. Success Evaluation Criteria IV F.15 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Eliminate all grants and donations paid by the Board from Central Funds. Potential Cost Saving In 1998 -1999 $156,000 In 1999 -2000 $156,000 Annualized Saving $156,000 Date Starting 1998 -1999 Required Investment /Cost to Implement None. Staff Impact Impact of Change (e.g., on Student Education, School Community, Board -wide) The Board will no longer have funds to contribute to worthy community causes including Central Choir, Safety Patrol Jamboree, Advisory Committee on Enrichment, Advisory Committee on the Environment, Alternative Schools Advisory, Arts Advisory, A.Y. Jackson S.S., Bell H.S. - Yearbook, Cairine Wilson S.S., Canadian Educational Association, Central Choir, CHIP, Confederation H.S. - Yearbook, Employment Equity Advisory, Environmental Projection, Focus on Future Advisory, Mental Health, Multiculturalism Advisory, Ottawa Board of Education Elementary School Athletic Association, Ottawa- Carleton Learning Foundation, Sir Robert Borden H.S., Sir Wilfrid Laurier S.S., Status of Women, Special Education, vista 1997 - Merivale H.S. - Yearbook, West Carleton S.S., World of Work. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None. Time Required to Implement Decision Dates/ Milestones Immediate. Board Motion. Notification to affected groups. Success Evaluation Criteria N/A 460-e (60� 46000 Ottawa - Carleton District School Board r r r BUDGET CHANGE OPTIONS Option Eliminate all Board level memberships in Ontario organizations. Potential Cost Saving In 1998 -1999 $177,000 In 1999 -2000 $177,000 Annualized Saving $177,000 Date Starting 1998 -1999 Required Investment /Cost to Implement None. Staff Impact Impact of Change (e.g., on Student Education, School Community, Board -wide) The Board will no longer be a member of Ontario Public School Board Association, other province wide education sector organizations, Ottawa - Carleton Board of Trade, Adult Crossing Guards, Canadian Auto Association, Canadian Council for Inner City, Friends of the Earth, Miscellaneous Memberships, Ottawa Athletic, Ontario Association for Curriculum Development, Ontario Education Research, Ontario Police Department (Safety Patrol), Ontario Student Exchange, Other Championships, Ottawa Carleton Science Olympics, Ottawa Music & Dance Festival, Pollution Probe, Recycling Council of Ontario, The Chance to Give. This will lessen the Board's involvement in influencing public policies and its contacts with other boards of education. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None. Time Required to Implement Decision Dates/ Milestones As memberships expire. Board Motion. Notification to relevant 'organizations. Success Evaluation Criteria N/A F.17 Ottawa - Carleton District School Board BUDGET CHANGE OPTIONS Option Reduce Trustee Communication and Services expenditures. Potential Cost Savine In 1998 -1999 $40,000 In 1999 -2000 $40,000 Annualized Saving $40,000 Date Starting 1998 -1999 Required Investment /Cost to Implement None. Staff Impact Impact of Change (e.g., on Student Education, School Community, Board -wide) Trustees will have less funds for Communication and Training and Development. This will lessen their ability to provide information to their zones. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None. Time Required to Implement Decision Dates/ Milestones Immediate. Board Motion. Success Evaluation Criteria N/A (aw, (Wo, 440w r Ottawa - Carleton �istrict School Board r BUDGET CHANGE OPTIONS Option Reduce Mileage rates set in predecessor board policies and procedures. Potential Cost Saving In 1998 -1999 $40,000 In 1999 -2000 $40,000 Annualized Saving $40,000 Date starting 1998 -1999 Required Investment /Cost to Implement None Staff Impact Impact of Change (e.g., on Student Education, School Community, Board -wide) The two predecessor boards had different mileage rates. Using the lower of the two ($.29¢) would reduce mileage payments. Decision Constraints (e.g., Collective Agreements, Legislation, Board Policies and Practices) None. Time Required to Implement Decision Dates /Milestones Immediate. Board Motion. Success Evaluation Criteria None. F.19 U�! Appendix B At the Board meeting of 9 March 1998, staff was asked to prepare a brief summary of some principles and methodologies for public consultation. At the Trustee Planning Session held on 6-7 March 1998, trustees affirmed as one of their values that opportunities should be provided for public consultation, including consultation with the under community beyond the school. Some Notes re: Principles and Methodologies for Budget Consultation Successful public consultation includes: • a purpose and objectives that are well understood • a well- described process and timeline • readable, comprehensible public information • sufficient flexibility to allow changes in response to emerging situations of needs • clearly defined roles, responsibilities and authority for members of the consultation team • • commitment to respect and support the process • • clear explanation of how gathered information will be used • simplicity and specificity • trained employees with excellent communication skills and adequate time • a commitment to communication and process management Source: McMillan, B. and Murgatroyd, S. Opening the Door: Improving Decisions Through Public Consultation, 1994 Terms of reference are required for carrying out a successful public consultation. These should include: • explanation of the reason why a decision is needed at this time • a description of the decision to be made • the reason or reasons for consulting constituent communities • how the information gathered will be used • the scope of the consultation - who? how much? what limitations? • the outcomes the Board expects to achieve Source: as above 3. Time Requirements for Budget Consultation At the 9 March 1998 Board meeting, trustees expressed interest in one or more of the following options: Estimated amount of time required for public consultation re: budget options A. Random Sample Telephone Survey - contracted out - B. Board survey of 151 school councils to develop questionnaire 2 weeks 2 weeks to re- test /make adaptations/ a rove 1 week 1 week to send out to groups .5 week to conduct interviews (assume sample of 500) .5 week for school councils to gather responses at the school level and prepare /fax back group response 2 weeks (min.) for data entry 1 week 1 week for analysis/report 1 -2 weeks 1 -2 weeks TOTAL 5.5 - 6.5 weeks 7.5 -8.5 weeks Response to Trustee request of 9 March 1998 98.03.20 JES /js F] /a5�) 4. Estimated costs - Random Sample Telephone Survey (based on preliminary discussions with two potentially interested firms): Estimated base cost of "basic" survey 15 minutes long Firm A $15,000 - 20,000 (500 respondents) Firm B $20,000 - 26,000 Incremental cost for additional breakdowns (e.g. by such variables as parent /non- parent, or parent of Kindergarten, elementary, secondary child /children) Firm A $ unknown Firm B $ [await reply] 5. Sample Size for Random Sample Survey Although population size plays an important role for small populations, it plays an almost nonexistent role for large populations (in this case, the number of public school supporters in Ottawa - Carleton). The larger the population, the smaller the proportion of respondents to total population required. A sample size of 500 respondents would suffice for a random telephone survey of Ottawa - Carleton public school supporters. However, it should be kept in mind that no breakdown by sub -area of the Board's jurisdiction could be obtained with this number of responses. To differentiate between, for example, the responses of public school supporters residing in Zone 1 and those residing in Zone 11, it would be necessary to obtain sufficient responses to produce reasonably reliable results for each of the 12 zones. This could triple to quadruple the total sample size needed, and thus increase the cost of the survey. 6. Survey of OCDSB School Councils by the Board A set of questions would be answered by each school council as a whole (potential total returns: n =151). Assuming councils were willing and able to gather opinions from their school community and fax back the council's group response within a two-week period, consultation by each council with its school community would take place from approximately 16-30 April 1998. A report would then be prepared for presentation to the Budget Committee prior to the 25 May Board budget approval date. Note that a high percentage rate of survey returns would be required for the results to be considered representative of the Board's school community as a whole. 7. Survey Questions A common set of questions for use when conducting the survey or surveys approved by the Board would need to be finalized immediately following the expected 9 April 1998 release of the staff - recommended budget. Prior to drafting the questions, it is essential to have the Board establish terms of reference (see 2. above) for the survey or surveys, including the expected outcomes in relation to budget decision- making. JET /jsse to Trustee request o 9 Marc 1998 98.03.20