HomeMy WebLinkAbout11 Report 98-265 Scope of Study and Budget for Study of Effective and Efficient Business PracticesOttawa - Carleton District School Board
This report is the original.
27 July 1998
Report No.98 -265 to the Board
RE: Scope of Study and Budget for Study of
Effective and Efficient Business Practices
ORIGINATORS: Michael E. Clarke, Superintendent of Business
John Brennan, Superintendent of School Services
Mike Carson, Manager, Finance and Administration
PURPOSE:
1. To provide Trustees with additional information on the Study of Effective and Efficient Business
Practices, and to seek approval of the scope of work and the Budget for the project.
BACKGROUND:
At its meeting of 23 February, 1998, the Board directed staff to develop an action plan to ensure
the design and implementation of efficient and effective business practices.
At its meeting of 9 March, 1998, the Board deferred consideration of Report 98-68 to its meeting of
23 March.
4. At its meeting of 23 March 1998, the Board approved the plan of action contained in report 98 -103
which expanded on the earlier report. A Steering Committee was made up of the following staff:
John Brennan, Michael Clarke, Barb Stollery, Jim Vair and Bonnie Viney. In addition, Trustee
Libbey was appointed to the Committee. (Norm MacDonald was appointed as an alternate
member).
5. The plan of action authorized the Steering Committee to recommend consultants to the Board
after the normal selection process.
6. At its meeting of 8 June 1998, the Board approved the selection of Deloitte and Touche as the
consultants to the Steering Committee and, further, authorized the Director of Education and the
Superintendent of Business to negotiate the scope of the engagement.
7. At its meeting of 13 July 1998, the Board considered report 98 -258. The recommendation contained
in that report was deferred to the 27 July 1998 Board meeting pending the receipt of further
information.
After consultation with the Steering Committee, Deloitte and Touche have prepared the
"Overview of Approach and Workplan for Phase I" (attached as Appendix One to this report).
The document also includes a proposed budget for each area to be studied. Representatives from
the firm will attend the meeting to provide a short presentation on the project and to respond to
questions that might arise.
9. In addition, Deloitte and Touche have provided a response to certain specific questions which
Trustees raised on 13 July. This letter is attached as Appendix Two.
S -
10. The plan of action, approved in March, provided that the Steering Committee would work with
the consultants, review and evaluate their recommendations and, upon completion of the study,
prepare a report to Board recommending implementation of the appropriate findings.
RECOMMENDATION
That the Board approve the Budget for the Study of Effective and Efficient Business Practices,
as follows:
Materials Management $30,000
Facilities Management $30,000
Personnel, Human Resources and Payroll $30,000
School Offices and Procedure $25,000
Information Technology $35,000
Finance $30,000
Business Planning $20,000
Total $200,000
and further that the Board approve the Scope of Work and the timelines outlined in the
"Overview of Approach and Workplan for Phase I."
chael E. Clarke
Superintendent of Business
Ottawa - Carleton District School Board �
MINUTES 13 July 1998
2 5 4 . Policv on Harassment/Abuse
The Board had before it Report No. 98 -252 seeking approval of a policy to address the issues of harassment
and abuse within the OCDSB.
On the basis of the staff report, Trustee Morse. seconded by Trustee Hill, moved as follows:
That Policy P.053.HR: Alleged Harassment/Abuse (Appendix G attached), be approved.
The motion carried.
255. Budget for Study of Efficient and Effective Business Practices
The Board had before it Report No. 98 -258 providing a status report on the progress achieved to date, the areas
identified for initial study and the proposed budget for the Study of Efficient and Effective Business Practices.
On the basis of the staff report, Trustee Libbey, seconded by Trustee Chambers, moved as follows:
That the Board approve a budget in the amount of $200,000 for the Study of Efficient and Effective Business
Practices.
Trustee Libbey noted that although there had been discussions on estimated costs at earlier meetings, a budget
for this study has not been formally approved by Board. Trustees had a number of questions regarding the study which
the report did not address, and were reluctant to approve a budget without additional information.
A motion by Trustee Norm MacDonald to reduce the budget amount to $100,000 failed for lack of a seconder.
On a motion by Trustee Lam, seconded by Trustee Norm MacDonald, the recommendation was deferred to the
27 July Board meeting, pending receipt of additional information on the areas being studied and the role of the Steering
Committee. Issues to be addressed in the report are the role and authority of the Steering Committee, reporting
mec3ranisis; i.e. reporting back to Board; decisions to be made at the Board level; number of phases in the study, savings
and benefits; and from which area of the budget the money is coming. In addition, an explanation of the following areas
was requested: materials management, facilities management and internal communications.
2 5 6 - Junior Kindergarten Differentiated Staffing Issues
The Board had before it Report No. 98 -257 providing an update on the status of the pilot project and requesting
Board direction with regard to continuation of the project The Director noted a letter had just been received from the
Ministry approving a one -year extension of the existing pilot project, but not allowing any increase in differentiated
staffing for JK at this time.
On the basis of the Ministry's letter and the staff report, Trustee Chambers, seconded by Trustee Morse , moved
as follows:
-292- _
No& &
buche
0M. MSAON[AUGTE1MpENNSr
1000 Royal Bank Centre Telephone: (613) 236 -2442
90 Sparks Street Facsimile: (613) 567 -1666
Ottawa, Ontario K1 P 5T8
July 23, 1998
Mr. Michael E. Clarke
Superintendent of Business
Ottawa - Carleton District School Board
133 Greenbank Road
Nepean, ON K2H 6L3
Dear Mr. Clarke:
At the recent meeting of the Steering Committee for the Study of Efficient and Effective
Business Practices, it was noted that the Trustees required more information before approving
the Study's budget. This letter is to respond to several concerns expressed by Trustees. It also
includes a revised "Overview of Approach and Draft Workplan for Phase I" document as
requested by the Steering Committee in your fax of July 8`h
Since reductions in expenditures have already been identified, the objective of this study is to
ensure that the Board can survive and prosper under the new, smaller outside - the - classroom
regime by making the most efficient use of the resources available. This will require steps
such as changing business practices, instituting new policies, and a greater application of
technology. While the potential for some further reductions may be identified, this is not,
however, the prime objective of the study.
Using a proprietary approach developed by Deloitte & Touche, the design and implementation
of efficient and effective business practices is achieved in three phases. The first phase,
Opportunity Identification and Sizing, involves a broad review of the organization to reveal
key areas for improvement. The second phase, Solution Development, includes a detailed
assessment of prioritized areas including the design of recommended solutions. The third
phase, Implementation Assistance, involves the actual rollout of recommendations with
supporting processes, systems, and performance measures. This study includes both Phase I
and 11 of our approach. A third phase to implement the new processes, policies and
technologies would be primarily carried out by Board staff; in some cases it could be done in
1998. In other more complex cases, implementation would be in 1999.
Delo tteTOudle —
Tolmoto
Nitemall
0
Mr. Michael E. Clarke - Page 2 - July 23, 1998
As noted below, the remainder of this letter discusses some of the issues raised by the trustees
at the Board meeting of July 13`h, 1998:
The proposed Phase I budget is $200,000. Phase II would be approximately $300,000.
2. Materials Management is a complex business process that involves much more than
purchasing and covers many parts of the organization. Among the activities are
expediting, receiving, accepting, authorizing payment, etc. The intention is to build on
the Co- operative's successes in bulk buying by considering also the underlying
processes and activities. This is an area where it is possible that savings could be
achieved.
3. The Facility Management stream is independent of facility closure /disposal. It will
focus on the processes and organization structure, and will identify the tools needed by
Board staff to ensure the remaining buildings function safely and economically through
custodial, maintenance, engineering, and other activities.
I trust that this letter and supporting documentation will be distributed to the Trustees prior to
the July 27`h meeting, and that it will clarify the situation so that work can begin on the main
parts of the project.
Sincerely,
DELOITTE & TOUCHE
MANAGEMENT SOLUTIONS
XA �'
John G. Harris, CMC
Partner
-SAY [AUGTE1- 0ENNST
NOW &
Touche
L
MSAONJAII GTEIMOENNST
7
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Ottawa - Carleton District
School Board
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
July 24, 1998
- SAONIAUGT £'MOENNST
OTTAWA - CARLETON DISTRICT SCHOOL BOARD
STUDY OF EFFICIENT & EFFECTIVE BUSINESS PRACTICES
Overview of Approach and Draft Workplan for Phase I
July 24, 1998
•
MSAON JAOG I EI MOEONSI
0
TABLE OF CONTENTS
Page
I. BACKGROUND ..................................................................................... ..............................1
II. RENEWING ORGANIZATIONAL INFRASTRUCTURES APPROACH ................... 2
III. PHASE I WORKPLANS ...................................................................... ............................... 7
A.
PERSONNEL/HUMAN RESOURCES & PAYROLL ...................................... ............................... 9
B.
FACILITIES MANAGEMENT .................................................................. ...............................
1 1
C.
INFORMATION TECHNOLOGY MANAGEMENT ...................................... ...............................
13
D.
SCHOOL OFFICES ................................................................................ ...............................
15
E.
MATERIALS MANAGEMENT ................................................................ ...............................
17
F.
FINANCE ............................................................................................. ...............................
19
G.
BUSINESS PLANNING STREAM ............................................................. ...........t...................
21
IV. THE DELOITTE & TOUCHE TEAM ............................................. ............................... 23
(W APPENDICIES
A — ROI TOOLKTT
B — DETAILED ROI APPROACH
C — PHASE I PROPOSED BUDGET
OTTAWA- CARLETON DISTRICT SCHOOL BOARD JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSA0YjAUGjE'M0ENNST
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I. BACKGROUND
In April 1998, the Ottawa - Carleton District School Board requested Statements of Expression of
Interest from the public to assist in the design of efficient and effective business practices. The
recent amalgamation of the Carleton Board of Education and the Ottawa Board of Education
combined with a significant reduction in provincial government funding, posed an unprecedented
challenge to the Board of maintaining a satisfactory level of service to all stakeholders in the face
of significant change. The Board of Trustees decided to seek outside help and to select an
overall project consultant to help in this initiative.
Deloitte & Touche Management Solutions responded to this request and was selected to
participate in a short list presentation to the Steering Committee in May 1998. In June 1998,
Deloitte & Touche Management Solutions was chosen to be the consultant to the Ottawa -
Carleton District School Board. Under the mandate of this engagement, the following streams
will be examined: Human Resources and Payroll, Facilities Management, Information
Technology, School Offices, Materials Management, Finance, and Business Planning.
The overall engagement objective is to conduct a study for the design and implementation of
efficient and effective business practices. Specifically, the study is to:
> conduct a broad assessment of the Board including staff, facilities and programs;
> identify areas of the Board where increased efficiency may be achieved;
> identify areas of the Board where quality and accountability can be improved;
> recommend high priority areas for further examination;
> conduct a detailed assessment of these selected areas; and,
> determine ways in which improvements may be realized.
Using a proprietary approach developed by Deloitte & Touche, the design and implementation of
efficient and effective business practices is achieved in three phases. The first phase,
Opportunity Identification and Sizing, involves a broad review of the organization to reveal key
areas for improvement. The second phase, Solution Development, includes a detailed
assessment of prioritized areas including the design of recommended solutions. The third phase,
Implementation Assistance, involves the actual rollout of recommendations with supporting
processes, systems, and performance measures. This engagement will include both Phase I and
II of our approach, with the option to include Phase III as a subsequent assignment, if
appropriate.
The three phase approach is described in greater detail in Section II of this document, and
workplans for Phase I of each stream are included in Section III.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD 1 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
NSA ONIAUGTE 0ENNsT
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II. RENEWING ORGANIZATIONAL INFRASTRUCTURES APPROACH
This section presents the general study approach that will be employed throughout the
engagement.
A. ATTRIBUTES OF OUR APPROACH
In this section, we outline the attributes of our approach that, we believe, will lead to a successful
result. These are addressed under the following headings:
> our comntment to you;
> a thorough review;
> an issues - driven process;
> "issue" and opportunity identification;
> benchmarking;
> an integrated assessment;
> recommendations in support of strategies; and,
> emphasis on effective communications.
■ Our Commitment to You
Our approach to the assignment is based on our commitment to working with you to
explore opportunities for improvement. We have developed a formal client service
program to assist in problem identification and analysis, as well as solution development
and implementation. By applying the most modern process reengineering and efficiency
improvement concepts to specific operations of the Board, we are confident that,
together, we will be able to identify realistic, achievable opportunities.
In addition to the excellent fit between your needs and our service delivery experience
and capabilities, we are fundamentally committed to providing solutions that are practical
and that are developed in close collaboration with management and staff.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - 2 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAONI U0TEIMOENNST
■ A Thorough Review
At the outset of the project it will be necessary to conduct a thorough review of the
Board's operation. To provide an objective perspective, information will be gathered
from several internal sources including Trustees, Administration, and School Personnel.
We will also make use of a variety of external information sources including our existing
fact base, the knowledge and experience of our partners, our experience with other school
boards, and the introductions made as a consequence of this assignment.
■ An Issues- Driven Process
The Board does not have the resources nor time to address all the possible improvements
that could be identified in the initial phase of the review. Therefore we plan to rank
opportunities for improvement and cost savings. Consistent with this objective, our
experience has shown that the challenging of the priority issues should start as early as
possible, rather than a "wall -to- wall ", broad -brush examination. Accordingly, in our
work plan we will move quickly from an array of possible topics to a list of issues that
will be reviewed with the Board within five weeks of starting. Then, focusing on that
priority list, we will analyze the selected issues to prove out their potential. In a sense, it
is a process of constant funnelling and focusing of effort. The benefits of this approach
are:
> the early elimination of minor issues rather than carrying them through all of the
first phase;
> a higher probability of successfully identifying the major issues;
> early exposure of the potential list of opportunities;
> early identification of any policy constraints that may require Board decisions in
order to gain efficiency improvements; and
> a concentration of review team resources on the most likely areas for
improvement.
■ 'Issue" and Opportunity Identification
The streams identified for review include Human Resources and Payroll, Facilities
Management, Information Technology, School Offices, Materials Management, Finance
and Business Planning with the objective of improving efficiency and the effectiveness of
business practices.
■ Benchmarking
To substantiate our analysis we will use selected statistics from other boards and broader
private & public benchmark data to help quantify opportunities for improvement.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD -3- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAONLA O GTE I MO f NNST
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■ An Integrated Assessment
Our approach will involve an emphasis on integrating or consolidating opportunities
across administrative or functional areas. We propose to "stand back" from the
individual opportunities to assess and ensure that cross - discipline opportunities have not
been missed.
■ Recommendations in Support of Strategies
We will ensure that all recommendations are in line with the Board's mandate, mission,
long term strategies, and broad goals.
■ Emphasis on Effective Communications
Our approach also includes an emphasis on effective and open communications with
Board staff. We propose to work with the Board to ensure that consideration is given to
staff sensitivity about our presence and the need for information to be effectively
disseminated to avert rumour and misinterpretation.
B. OVERVIEW OF APPROACH
Deloitte & Touche has developed the Renewing Organizational Infrastructures (ROI) client
service program as a comprehensive approach to assisting clients in responding to the challenges
they face in the areas of cost control and efficiency improvement. ROI is a proprietary service
that has been derived from hundreds of consulting assignments over the past seven years.
ROI offers a comprehensive, flexible, and quantitative approach that exceeds other service
programs of its type. Each ROI assignment is tailored to the unique requirements of clients.
However, clients benefit from the knowledge that has been gained over previous assignments,
and the results would not have been achieved without applying a structured, defensible and
rigorous analysis. We have applied the ROI program approach for projects performed on behalf
of such clients as the Fort Frances Rainy -River Board of Education.
The ROI client service program is illustrated in Exhibit 1. Our approach focuses on four distinct
but interdependent client situations:
> Reengineering — identifies operations and process improvements to yield
improved productivity and efficiency as well as higher quality;
> Rightsizing — adjusts overhead to allow for changes in business that provides cost -
effective levels of staffing without negative impact on service;
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -4- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAONI AUGH- 0EN-ST
. > Restructuring — focuses on the support of strategic priorities or improvements to
gain more efficient management and a clear focus on an organization's mission;
and,
> Integration/Devolution — assimilates the activities, processes and structures of
newly joined units to yield the anticipated synergies and economies of scale that
were inherent in a decision to merge or acquire.
Exhibit 1
ROI Client Service
Program
Client � Restructurinc,
Rightsizing Situations °
Integration/
Devolution
ROI is a comprehensive cli
service program derived ft
hundreds of actual client
experiences over the past
seven years
CONSULTING APPROACH
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - 5 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
NSAON JAOGIEIMOENNST
16—.
In addressing these situations, we employ a consulting approach that has three critical
components:
■ Analytical tools that are quantitative, fact -based and issue - driven. The overall program
consists of over 75 specific analytical tools or techniques that can be drawn upon to
conduct a detailed assessment of priority areas. See Appendix A for a detailed list of the
tools and techniques that can be used in our approach.
■ A consulting process that has three basic phases: Opportunity Identification and Sizing;
Solution Development; and Implementation Assistance. Throughout the process we
emphasize knowledge transfer and effective communications.
■ An organizational approach to conducting the assignment that involves joint client -
consultant work teams and the participation of your people in all work modules of the
project. We would like to have as much client participation as advisable and recognize
that the more client participation the more effective the project will be.
Within the framework of ROI, our approach for all streams will follow the phases outlined
below. This general approach, which may differ slightly from stream to stream allows us to
review each stream on a consistent basis. See Appendix B for further detail on the steps
performed in each Phase.
COMMUNICATION ASSISTANCE
OTTAWA - CARLETON DISTRICT SCHOOL BOARD -6- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAON JANGTEJ- 0_ -NYST
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III. PHASE 1 WORKPLANS
Included in this section are detailed objectives and draft workplans for Phase I developed in
accordance with our approach for each of the following streams:
• Personnel/Human Resources and Payroll
• Facilities Management
• Information Technology
• School Offices
• Materials Management
• Finance
• Business Planning
The timeline, covering all streams for Phase I of the engagement are included below. The
workplans will be finalized as part of the planning step of each stream. The proposed Phase I
budget is $200,000 as described in Appendix C. The Phase II budget would be approximately
$300,000.
]ulv AUeust September October
27 3 10 17 24 31 7 14 21 28 5 12 19 26
Personnel/HR
and Payroll
Facilities
Management
Information
Technology
School
Offices
Materials
Management
Finance
Business
Planning
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -7- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MtiAON JAUGJB'N0ENNsr
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A. PERSONNEL/HUMAN RESOURCES & PAYROLL
OBJECTIVE
The objective of this stream is to identify areas for process change or improvements within the
services provided by the Personnel / Human Resources and Payroll functions of the Board.
Initial priorities for consideration include consolidation and determination of the appropriate HR
model and system (scope and nature of services / programs for the newly amalgamated Board.
Other priorities include harmonization of classification and job design processes, payroll
structure and process(es), reporting, and process documentation. Current practices will be
mapped against the preferred/desired state and a gap analysis will be completed. Implementation
plans will be developed to support the desired future state initiatives. This approach allows us to
develop a strategy for "quick wins" and longer term plans to reduce overall costs.
Following is a copy of the process, deliverables and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - 9 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
A(SAONIA U cT E I -0 f N-S r
Enabling Systems / Processes
• HRIS
• Payroll Systems
• Interface to Financial Svstems
Organization
Business Strategy
HR Strategy / Model
Strategy
• Structure
Programs /Services
• Work Design
Employee / Staff Relations
• Scope of Services
• Delegation of
Staffing / Recruiting
g
• Programs Authority
lob Design / Descriptions and
• Resources • Communications
Classification
• Desired Culture
Compensation / Benefits
• Payroll
Performance Measurement
and Management
OBJECTIVE
The objective of this stream is to identify areas for process change or improvements within the
services provided by the Personnel / Human Resources and Payroll functions of the Board.
Initial priorities for consideration include consolidation and determination of the appropriate HR
model and system (scope and nature of services / programs for the newly amalgamated Board.
Other priorities include harmonization of classification and job design processes, payroll
structure and process(es), reporting, and process documentation. Current practices will be
mapped against the preferred/desired state and a gap analysis will be completed. Implementation
plans will be developed to support the desired future state initiatives. This approach allows us to
develop a strategy for "quick wins" and longer term plans to reduce overall costs.
Following is a copy of the process, deliverables and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - 9 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
A(SAONIA U cT E I -0 f N-S r
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PersonnellHuman Resources and Pay Phase I Workplan
Process
Deliverable
Schedule
• Project Planning
— Data Collection
August 10 to
➢ Schedule and hold start -up meeting
Schedule
Au (yust 12
➢ Determine data collection approach
— Communication
Identify and schedule interview, focus group and questionnaire participants
Plan
➢ Identify logistical issues
Develop a communication plan
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
August 12 to
• Data Collection
August 31
➢ Assess stakeholder needs.
➢ Gather key information on activities, processes and organizational structures for
amalgamated Board, and former predecessor Boards.
➢ Collect information internally for key processes (for amalgamated Board)
➢ Employee /Staff Relations, Staffing / Recruiting, Compensation /Benefits, Payroll):
— Value, frequency and effort of services and activities
— Inputs, activities and outputs of the process
— Workload drivers
— Workload levels
— Linkages to business strategy and organization
➢ Collect relevant external information to use for benchmarking and best practices from
other school boards, if available.
• Analysis
— Report on
September 14
➢ Compile and document results of data collection.
Preliminary
to October 2
➢ Assess how the stakeholder needs are met by the existing processes and policies.
Findings
➢ Analyze the gap between the stakeholder needs and the current environment.
— Stakeholder
➢ Select the key issues for further investigation and analysis.
Needs and Gap
➢ Analyze core process maps and workload levels.
Analysis
➢ Assess risk of current approach and structure, including strengths and weaknesses of
status quo model.
— Activity Profile
➢ Document findings and preliminary conclusions.
Questionnaire
➢ Conduct working sessions to review and validate key findings and develop an enhanced
Analysis
focus on opportunities for improvement.
— Value Maps
➢ Develop conceptual process alternatives, if applicable.
➢ Filter opportunities and select specific areas for detailed investigation in phase II.
— Process Maps
➢ Identify quick -wins to improve efficiency /effectiveness with little or no further analysis.
and Workloads
➢ Validate conceptual process alternatives, prioritized opportunities, and quick -wins with
management and revise, as required.
— Resource and
Organization
Assessment
• Report
— Opportunity
October 5 to
➢ Draft a report identifying:
Identification
October 21
— quick -wins, including specific recommendations for implementation;
Report
— conceptual process alternatives;
— a prioritized list of the key areas for improvement;
— selection of the most desirable processes to investigate further in phase II.
➢ Present report to client.
OTTAWA- CARLEfON DISTRICT SCHOOL BOARD _10-
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULV24, 1998
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B. FACILITIES MANAGEMENT
r 1. Needs
Identification
7. Replacement 2. Requirements
Definition
Facility +
6. Disposal Management
3. Acquisition
L1 5. Maintenance 4. Operation
OBJECTIVE
The objective of this stream is to review the operational effectiveness and efficiency of Facilities
Management by assessing current systems, programs, processes, and accountabilities in four
areas specific to this area of operation. The functional subsets of Facilities Management are
Capital Planning and Implementation (including both major and minor renovations),
Maintenance and Repair Management, Operations Management and Custodial Services
Management. Current practices in these areas will be mapped against the preferred/desired state
and a gap analysis will be completed. Implementation plans will be developed to support the
desired future state initiatives. This approach allows us to develop a strategy for "quick wins"
and longer term plans to reduce overall cost. Our approach will encompasses the seven -stage
Facility Management life cycle model/framework as shown above.
As part of our methodology benchmarks and industry standards will be applied to develop the
recommendations for future state initiatives. However, we are very sensitive to the requirements
of the School Board in protecting standards. All analysis and recommendations will be guided
by your unique requirements.
Following is a copy of the process, deliverables, and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - 11 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAONIAOGTE'MOENNI7
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Facilities Management Phase I Workplan
Process
Deliverable
Schedule
• Project Planning
— Data Collection
July 28 to
Schedule and hold start-up meeting
Schedule
August 3
➢ Determine data collection approach
— Communication
r Identify and schedule interview, focus group and survey participants
Plan
➢ Identify logistical issues
Develop a communication plan
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
• Data Collection
August 4 to
➢ Assess stakeholder needs.
August 31
Gather key information on activities, processes and organizational structures for
amalgamated Board, and former predecessor Boards.
➢ Collect internal information on:
— Structure and accountabilities.
— Current performance levels and performance metrics.
— Policies and procedures.
— Processes and tools:
• program development
• work schedule and assignment
• work monitoring and control
— Existing systems and interfaces.
— Resources and workload.
— In -house versus outsourced work.
➢ Collect relevant information on performance & best practices for issues identified:
— D & T internal databases.
— Benchmark with two (2) similar School Boards.
• Analysis
— Report on
August 11 to
➢ Compile and document results of data collection.
Preliminary
September 7
➢ Assess how the stakeholder needs are met by the existing processes and policies.
Findings
➢ Analyze the gap between the stakeholder needs and the current environment.
— Stakeholder
➢ Select the key issues for further investigation and analysis.
Needs and Gap
➢ Assess structural effectiveness and accountabilities.
Analysis
➢ Assess current performance:
— Cost, schedule and quality of major capital projects and maintenance works.
— Examine backlog, staff utilization and customer satisfaction.
➢ Analyze process maps and compare findings to best practices.
➢ Assess the efficiency /effectiveness of system and tools.
➢ Review and assess adequacy of existing policies and procedures.
➢ Develop preliminary list of findings and review with management.
➢ Develop conceptual process alternatives, if applicable.
➢ Filter opportunities and select specific areas for detailed investigation in phase II.
➢ Identi quick-wins to improve efficient /effectiveness with little or no further analysis.
• Report
— Opportunity
September 8
➢ Draft a report identifying:
Identification
to
— quick -wins, including specific recommendations for implementation;
Report
September
— a prioritized list of the key areas for improvement;
15
— conceptual process alternatives;
— selection of the most desirable processes to investigate further in phase Il.
➢ Present report to client.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -12- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAON JAUGTEIMO_+ST
J�,> ).
C. INFORMATION TECHNOLOGY MANAGEMENT
People
1
In -house 1W Infrastructure
Support IT
Management
Information Applications
OBJECTIVE
The objective of this stream is to review the operational effectiveness and efficiency of
Information Technology by assessing current systems, programs, processes, and accountabilities.
The functional subsets of Information Technology Management are, people, infrastructure,
applications, information and in -house support. Current practices in Technology Infrastructure,
IS Organization and Planned Initiatives will be mapped against the preferred/desired state and a
gap analysis will be completed. Implementation plans will be developed to support the desired
future state initiatives. This approach allows us to develop a strategy for "quick wins" and
longer term plans to reduce overall cost.
As part of our methodology benchmarks and industry standards will be applied to develop the
recommendations for future state initiatives.
Following is a copy of the process, deliverables, and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -13- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAONI U- ;TEIMOEK -ST
A
D
4:E�L
Information Technology Phase I Workplan
Process
Deliverable
Schedule
• Project Planning
> Schedule and hold start -up meeting
— Data Collection
July 28 to
> Determine data collection approach
Schedule
July 31
> Identify and schedule interview, focus group and survey participants
> Identify logistical issues
— Communication
> Develop a communication plan
Plan
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
• Data Collection
> Assess stakeholder needs.
August to
> Collect internal information :
1 4
August 1
— People
• current IT organization structure
• IT staffing levels, skill sets, compensation, and training
• Ownership and accountability for systems
— Infrastructure
• Network environment
• Technology equipment, service contracts and standards
— Applications
• Current plans for year 2000
• Payroll, finance, student information systems
— Information
• Documentation of files and databases
— In -house Support
• Helpdesk and IT support
> Review initiatives underway or recently completed (e.g. SRB, IPPS, E -mail. Edulog, etc.)
> Collect relevant external information to use for benchmarking.
• Analysis
> Compile and document results of data collection.
— Report on
August 14 to
> Assess how the stakeholder needs are met by the existing processes and policies.
Preliminary
August 27
> Analyze the gap between the stakeholder needs and the current environment.
Findings
> Select the key issues for further investigation and analysis.
> Perform industry/benchmark comparison.
— Stake Holder
> Assess adequacy of organization structure.
Needs and gap
> Compare IT staffing requirements to current levels, including in- school support.
Analysis
> Analyze service contracts and telecommunications agreements.
> Identify gaps between the current technology infrastructure that required (e.g. remote
network management).
> Obtain input from other streams.
> Develop preliminary list of findings and review with management.
> Filter opportunities and select specific areas for detailed investigation in phase II.
> Develop conceptual process alternatives, if applicable.
> Identify quick-wins to improve efficiency/effectiveness with little or no further analysis.
• Report
— Opportunity
> Draft a report identifying:
Identification
August to
— quick -wins, including specific recommendations for implementation;
Report:
September 14
— a prioritized list of the key areas for improvement;
m
Assessment
— conceptual process alternatives;
Quick Wins
— selection of the most desirable processes to investigate further in phase II.
Tactical Plan
> Present report to client.
Plan for Phase II
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - 14 -
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULY 24, 1998
MSAONIAUGT EI MOENNST
�?3.
D. SCHOOL OFFICES
OBJECTIVE
The objective of this stream is to identify areas for process change or improvements within the
school office function of the Board. This scope also includes information processing within
school offices (e.g. time tracking, registration, etc.). Current practices will be mapped against the
preferred/desired state and a gap analysis will be completed. Implementation plans will be
developed to support the desired future state initiatives. This approach allows us to develop a
strategy for "quick wins" and longer term plans to reduce overall costs.
Following is a copy of the process, deliverables and schedule.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD -15- JULY 24, 1995
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAON JAI GTEIMOENNSr
Students
School Board
& Parents
Policies &
Administrative
Information
Guidelines
School
School Office
Program /
Offices
Services
• Elementary
School
Secondary
Councils
Teachers
Processes / Systems
& Staff
OBJECTIVE
The objective of this stream is to identify areas for process change or improvements within the
school office function of the Board. This scope also includes information processing within
school offices (e.g. time tracking, registration, etc.). Current practices will be mapped against the
preferred/desired state and a gap analysis will be completed. Implementation plans will be
developed to support the desired future state initiatives. This approach allows us to develop a
strategy for "quick wins" and longer term plans to reduce overall costs.
Following is a copy of the process, deliverables and schedule.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD -15- JULY 24, 1995
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAON JAI GTEIMOENNSr
LA.d
14
School Offices Phase I Workplan
Process
Deliverable
Schedule
■ Project Planning
— Data Collection
September 9 to
Schedule and hold start-up meeting.
Schedule
September 11
➢ Determine data collection approach.
— Communication
➢ Identify and schedule interview, focus group and questionnaire participants.
Plan
➢ Identify logistical issues.
➢ Develop a communication plan:
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
■ Data Collection
September 14
➢ Assess stakeholder needs.
to October 9
➢ Gather key information on activities, processes and organizational structures for
amalgamated Board, and former predecessor Boards.
➢ Collect information internally for key processes (for amalgamated Board)
(Time Tracking, Registration, Funds Management):
— Value, frequency and effort of services and activities
— Inputs, activities and outputs of the process
— Workload drivers
— Workload levels
➢ Collect relevant external information to use for benchmarking and best practices from
other school boards, if available.
• Analysis
— Report on
October 6 to
➢ Compile and document results of data collection.
Preliminary
October 23
➢ Assess how the stakeholder needs are met by the existing processes and policies.
Findings
➢ Analyze the gap between the stakeholder needs and the current environment.
— Stakeholder
➢ Select the key issues for further investigation and analysis.
Needs and Gap
➢ Analyze core process maps and workload levels.
Analysis
➢ Assess risk of current approach and structure, including strengths and weaknesses of
status quo model.
— Activity Profile
➢ Document findings and preliminary conclusions.
Questionnaire
➢ Conduct working sessions to review and validate key findings and develop an enhanced
Analysis
focus on opportunities for improvement.
— Value Maps
➢ Develop conceptual process alternatives, if applicable.
➢ Filter opportunities and select specific areas for detailed investigation in phase II.
— Process Maps
➢ Identify quick -wins to improve efficiency /effectiveness with little or no further analysis.
and Workloads
➢ Validate conceptual process alternatives, prioritized opportunities, and quick -wins with
management and revise, as required.
— Resource and
Organization
Assessment
• Report
— Opportunity
October 21 to
➢ Draft a report identifying:
Identification
October 30
— quick -wins, including specific recommendations for implementation;
Report
— conceptual process alternatives;
— a prioritized list of the key areas for improvement;
— selection of the most desirable processes to investigate further in phase 11.
➢ Present report to client.
OTTAWA- CARLEToN DISTRICT SCHOOL BOARD - 16 -
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULY 24, 1998
-SAO+OGT E I MOENNSr
L—.
E. MATERIALS MANAGEMENT
7 1. Opportunity
Identification
7. Negotiation and Requirements
Implementation Definition
Materials
Management
Processes and Sourcing
Tools Strategy
Policies and 4. Inventory
Procedures Analysis
OBJECTIVE
The objective of this stream is to investigate short terms savings opportunities for reducing
inventory and longer term savings by investigating negotiation of new prices and, more
importantly, new terms with vendors. Our approach encompasses the seven -stage Materials
Management life cycle model/framework as shown above.
Other opportunities for savings are typically present in assessing the structural effectiveness and
the organization of work processes. Deloitte and Touche will review the operational
effectiveness and efficiency of Materials Management by assessing current systems, programs,
processes, and accountabilities. Current practices will be mapped against the preferred/desired
state and a gap analysis will be completed. Implementation plans will be developed to support
the desired future state initiatives. This approach allows us to develop a strategy for "quick
wins" and longer term plans to reduce overall costs.
Following is a copy of the process, deliverables, and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -17- JULY 24, 19998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MIA 0+ NG1£IM0£NNSr
Materials Management Phase I Workplan
Process
Deliverable
Schedule
• Project Planning
— Data Collection
July 30 to
➢ Schedule and hold start -up meeting
Schedule
August 7
Determine data collection approach
— Communication
➢ Identify and schedule interview, focus group and survey participants
Plan
➢ Identify logistical issues
➢ Develop a communication plan
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
• Data Collection
August 5 to
➢ Assess stakeholder needs.
August 21
➢ Gather key information on activities, processes and organizational structures for
amalgamated Board, and former predecessor Boards.
➢ Collect internal information on:
— current structure, competencies and accountabilities,
— purchasing co- operative process,
— inventory levels and objectives,
— performance metrics,
— vendor base,
— existing policies and procedures,
— existing processes and tools.
➢ Collect relevant information to use for benchmarking. We will collect information from
both the public and private sectors, to determine "industry" best practices as well as to
evaluate against external best practices.
• Analysis
— Report on
August 17 to
➢ Compile and document results of data collection.
Preliminary
August 31
➢ Assess how the stakeholder needs are met by the existing processes and policies.
Findings
➢ Analyze the gap between the stakeholder needs and the current environment.
— Stakeholder
➢ Select the key issues for further investigation and analysis.
Needs and Gap
➢ Determine appropriate best practices for benchmarking.
Analysis
➢ Evaluate effectiveness of structure, using `accountability framework' tool.
➢ Review processes and tools, and compare to best practices.
— Assessment of
➢ Match resources to workload.
Current
➢ Analyze all purchases by category.
Materials
➢ Compare costs to benchmark data.
Management
➢ Evaluate inventory objective, levels, and performance metrics.
Practice
➢ Evaluate vendor base (rank vendors by dollar /sku).
➢ Review and assess adequacy of existing policies and procedures.
➢ Obtain input from other streams.
➢ Develop preliminary list of opportunities and review with management.
➢ Filter opportunities and select specific areas for detailed investigation in phase 11.
➢ Develop conceptual process alternatives.
➢ Identify quick-wins to improve efficiency/effectiveness with little or no further analysis.
■ Report
— Opportunity
September 1
➢ Draft a report identifying:
Identification
to
— quick -wins, including specific recommendations for implementation;
Report
September 14
— a prioritized list of the key areas for improvement;
— conceptual process alternatives;
— selection of the most desirable processes to investigate further in phase II.
➢ Present report to client.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD - 18
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULY 24, 1998
MilAONJAOGTEI MOEONST
F. FINANCE
Business Planning &Management
Budgeting Reporting
Process Process
School
OBJECTIVE
Employees
Payroll
Cash
Management
Payables
Revenue
Grants
Clients
Government
IT
Structure
The objective of this stream is to identify areas for process change within the finance function
that will improve the efficiency of processing and/or the effectiveness of reporting to
stakeholders. Current practices will be mapped against the preferred/desired state and a gap
analysis will be completed. Implementation plans will be developed to support the desired future
state initiatives. This approach allows us to develop a strategy for "quick wins" and longer term
plans to reduce overall costs.
Following is a copy of the process, deliverable and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD _19-
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULY 24, 1998
MSA 0-1. UGTEIMOENN17
Finance Phase I Workplan
Process
Deliverable
Schedule
■ Project Planning
— Data Collection
August 17 to
➢ Schedule and hold start-up meeting
Schedule
August 19
➢ Determine data collection approach
— Communication
➢ Identify and schedule interview, focus group and survey participants
Plan
➢ Identify logistical issues
> Develop a communication plan
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
• Data Collection
August 18 to
➢ Assess stakeholder needs.
September I I
➢ Gather key information on activities, processes and organizational structures for
amalgamated Board, and former predecessor Boards.
➢ Collect internal information on:
— organizational structure, competencies and accountabilities,
— the purchases, payables, and payments cycle,
— the grants/other revenue, receivables and receipts cycle,
— payroll processing,
— school accounting,
— cash management,
— the budgeting process,
— the reporting process,
— the IT environment that supports these processes.
➢ Collect relevant external information to define best practices for finance functions.
• Analysis
— Report on
September 10
➢ Compile and document results of data collection.
Preliminary
to
➢ Assess how the stakeholder needs are met by the existing processes and policies.
Findings
September 25
➢ Analyze the gap between the stakeholder needs and the current environment.
— Stakeholder
➢ Select the key issues for further investigation and analysis.
Needs and Gap
➢ Obtain input from other streams.
Analysis
➢ Select the key issues for further investigation and analysis
Assess effectiveness of organization structure and accountabilities.
➢ Perform gap analysis of current processes versus best practices.
➢ Develop preliminary list of findings and review with management.
➢ Filter opportunities and select specific areas for detailed investigation in phase II.
➢ Develop conceptual process alternatives, if applicable.
➢ Identify quick -wins to improve efficiency /effectiveness with little or no further
analysis.
• Report
— Opportunity
September 28
➢ Draft a report identifying:
Identification
to October 7
— quick -wins, including specific recommendations for implementation;
Report
— a prioritized list of the key areas for improvement;
— conceptual process alternatives;
— selection of the most desirable processes to investigate further in phase II.
➢ Present report to client.
(W OTTAWA- CARLETON DISTRICT SCHOOL BOARD -20- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
M1A8N U6TEJM0ENNSr
yq.
G. BUSINESS PLANNING STREAM
Performance Measurement & Reporting
Business
Planning
■ Human
Strategic Resources Business
Planning ■ Financial
(budget) Plan
■ Program
■ Infrastructure
OBJECTIVE
The objective of the business planning stream is to examine the current process of planning and
budgeting in the amalgamated school board. The focus will be on how the current budgeting
process can be improved to meet the needs of the Board, and how the design of the planning
cycle can be more effective with aspects of strategic and annual business planning. The
supporting management systems of performance measurement and reporting will be examined to
link in accountability for delivery of results. Current practices will be mapped against the
preferred/desired state and a gap analysis will be completed. Implementation plans will be
developed to support the desired future state initiatives. This approach allows us to develop a
strategy for "quick wins" and longer term plans to reduce overall costs.
Following is a copy of the process, deliverables and schedule.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -21- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
- SAON[AUGT EI 0ENNlr
A
3b .
Business Planning Phase I Workplan
Process
Deliverable
Schedule
• Project Planning
— Data Collection
September 7 to
Schedule and hold start-up meeting
Schedule
September 9
Z Determine data collection approach
— Communication
➢ Identify and schedule interview and focus group participants
Plan
7 Identify logistical issues
> Develop a communication plan
— Identify key stakeholders
— Determine format and frequency of communication
— Determine content and timing of communication
September 9 to
• Data Collection
September 25
• Gather key information on the stakeholders affecting the planning and budgeting
process.
• Identify key stakeholder and their needs in the area of business planning and
budgeting.
• Collect information internally for key processes (for amalgamated Board)
(Budgeting, Business Planning):
— Services and activities within the function
— Inputs, activities and outputs of the process
— Workload drivers and levels
— Linkages to business strategy and organization
Collect relevant external information to use for benchmarking and best practices
from other school boards, if available.
• Analysis
— Report on
September 28 to
➢ Compile and document results of data collection.
Preliminary
October 16
➢ Assess how the stakeholder needs are met by the existing processes and policies.
Findings
➢ Analyze the gap between the stakeholder needs and the current environment.
— Stakeholder
➢ Select the key issues for further investigation and analysis.
Needs and Gap
➢ Analyze core process maps and workload levels.
Analysis
> Assess risk of current approach and structure, including strengths and weaknesses
of status quo model.
— Process Maps
➢ Document findings and preliminary conclusions.
and Workloads
➢ Conduct working sessions to review and validate key findings and develop an
enhanced focus on opportunities for improvement.
— Conceptual
➢ Filter opportunities and select specific areas for detailed investigation in phase II.
Strategic and
➢ Develop conceptual strategic and business planning model considering:
Business
— Roles and accountabilities
Planning Model
— Key performance metrics
— Supporting processes and systems
➢ Identify quick -wins to improve efficiency /effectiveness with little or no further
analysis.
➢ Validate conceptual process alternatives, prioritized opportunities, and quick -wins
with management and revise, as required.
■ Report
— Opportunity
October 19 to
➢ Draft a report identifying:
Identification
October 30
— quick -wins, including specific recommendations for implementation;
Report
— conceptual process alternatives;
— a prioritized list of the key areas for improvement;
— selection of the most desirable processes to investigate further in phase
II.
➢ Present report to client.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD - 22 -
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULY 24, 1998
MSA0N1AUGI E1 M0ENNsr
Zi.
IV. THE DELOITTE & TOUCHE TEAM
A. DELOITTE & TOUCHE
Deloitte & Touche is a national practice of Deloitte Touche Tohmatsu International, a world-
wide organization of national firms united through their commitment to common objectives,
standards of excellence and global strategic leadership. We are the second largest accounting
and consulting firm in Canada and provide services to public and private sector clients in 108
countries throughout the world.
In Canada, Deloitte & Touche provides business services in the areas of audit and accounting,
management consulting, tax and financial services. The firm is owned by its 600 partners and
has a professional staff of over 3300 located in 65 offices across Canada.
The consulting arms of Deloitte & Touche make up one of the largest Canadian management
consulting firms. The consulting practice has carried out more than 10,000 assignments on
behalf of more than 2,000 clients. These clients include large and small business corporations,
non - profit organizations and all levels of government. Our professional services encompass a
broad range of consulting assignments in the areas of information technology, human resources,
finance, marketing, operations and strategy. We are managed by our 55 partners and have a
professional staff of over 800 located in 15 cities across Canada.
B. PROJECT TEAM
Deloitte & Touche Management Solutions has composed a project team with personnel
possessing a proven record in conducting projects of this type. Our team is comprised of
strongly qualified professionals who collectively reflect the approach we have developed for this
assignment.
The individuals involved, collectively possess:
> a proven record with Boards of Education and other educationally oriented
clients; and
> in -depth experience in the conduct of organizational and administrative reviews
OTTAWA - CARLETON DISTRICT SCHOOL BOARD -23- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAO+UGFIMOPKNST
We have proposed a project team structure which provides for a team of individuals to conduct
the project which:
> is led by a Project Director who is a Partner of our firm and has extensive
experience with school boards and projects involving organizational renewal;
> employs senior consulting professionals who have carried out many similar
projects; and
> uses senior staff for all analysis, consolidation, and reporting.
C. QUALIFICATIONS OF PROPOSED CONSULTANTS
The qualifications of the individuals who make up our proposed project team are discussed
briefly below. During the second phase of the project, functional specialists may be included on
the project team. These people will bring specific expertise to the detailed investigation of the
functional areas selected in Phase I for further analysis and will be leaders of solutions
development in Phase II.
Project Director
The Project Director in projects undertaken by Deloitte & Touche is a partner of the firm who is
accountable to the client for the overall results of the study. The Director establishes the overall
approach to be taken and exercises final authority in accepting the staff work completed. The
Project Director is also involved in dealing with the client personnel at the most senior level and
participates in all senior client presentations. For this engagement, the Project Director will also
be heavily involved in the analysis activities, particularly in the areas of support to Trustees,
Board management and planning.
John G. Harris, CMC, will serve as the Project Director for this engagement. Mr. Harris, a
Partner in our Ottawa office brings to this engagement direct relevant experience with the
Catholic District School Board of Eastern Ontario, Carleton, Lanark, Durham, Lambton,
Prescott - Russell and Stormont- Dundas- Glengary Boards of Education and Algonquin College.
Mr. Harris has consulted extensively to the Governments of British Columbia and Canada on
matters dealing with common services including purchasing, printing and payroll, and is familiar
with all the organizational options available to deliver administrative services efficiently and
effectively. He has also worked with the Government and School Boards of Prince Edward
Island to improve their school transportation system costs.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD -24- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
NSA0+UGJEIM0£KNS1
-; � .
Project Team
Charles Perron, CA is a Partner in the Ottawa office and is the Regional Director of Operations
in the National Capital Region for Management Solutions Group of Deloitte & Touche. He is a
Chartered Accountant and a member of the Ontario Institute and the Ordre des comptables
agrees du Quebec. Charles is bilingual. Over the years, he has conducted numerous
engagements in the areas of finance, systems, and operations. Related clients include:
> The University of Ottawa
> The Carleton Board of Education
> Stentor
> Public Service Alliance of Canada
> Canada Council for the Arts
> Cite Collegiale
Ian Cullwick, CMC is a Senior Manager in the Ottawa Deloitte & Touche Management
Solutions practice. His focus is on Organization and Human Resources strategy and
Performance Management. He also has extensive experience in School Boards particularly in
the area of organization strategy and human resource management. Ian will focus on the Human
Resources and Compensation & Benefits areas for this project. Among Ian's many related
clients, are the following:
> Prince Edward Island Regional Boards of Education
> The Carleton Board of Education
> The Kirkland Lake/Timiskaming Roman Catholic School Board
> Bell Prognostix
> Bell Canada Resources
> Tannis Distributors Limited
> TMI Communications
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -25- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MIAONI AUGTEI- OBNNST
07�
Mr. Pierre Devost, CMC a Senior Manager in the Montreal office of Deloitte & Touche, is a
transportation specialist. Mr. Devost has completed numerous assignments with various industry
sectors including school boards, with respect to transportation issues. Relevant clients include:
> PEI School Transportation System
> Nova Scotia Department of Transportation
> Hydro - Quebec
> Montreal Urban Transit Corporation
Kirk Hansen, CMC, a Manager in our Ottawa office, has over thirteen years of consulting
experience in Information Technology. He has extensive experience with large scale system
implementation, technology reviews and strategic information technology planning. Kirk will
focus on the information technology area of this project. Among his many related clients, are the
following:
> Environment and Transportation Department, RMOC
> Queen Elizabeth II Health Sciences Centre, N.S.
> Ontario Hydro
> Scouts Canada
> Agriculture Canada
> A local high -tech manufacturer
Sarah Friesen, a Manager in our Toronto North office, has 15 years hands -on experience in
purchasing and logistics. She will be a member of our project team with a focus on purchasing.
Prior to joining Deloitte & Touche Management Solutions in 1998, she held the following
positions:
> Bell Canada, General Manager of Purchasing
> Grand and Toy Limited, Senior Director of Logistics and Director of Purchasing
> Pepsi/7 -UP Toronto, Purchasing Manager and Manager Product Supply Planning
> Pepsi Cola Canada Limited, Purchasing Manager
> Proctor and Gamble Inc., Buyer and Purchasing Manager
OTTAWA- CARLETON DISTRICT SCHOOL BOARD -26- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
- SAO+UOIEIMO-UNNST
APPENDIX A
ROI TOOLKIT
MSAON JAOGTEIMOEONSr
a
cola
0
x
a
C
n
t�
Z
z
trs
Y
r r �
ROI TOOLKIT
• Activity Analysis
• Fragmentation /Concentration Analysis
• Equivalent Salary Analysis
• Mission /Non- Mission
• Cost of Quality Analysis
• Fractionalization Analysis
• Activity -Based Product/Service Costing
• Output Rationalization
• Make vs. Buy Analysis
Methods Research
• Interviewing
• Survey Methods
• Secondary Research
• Data Visualization and Interpretation
• Problem Solving Process
• "What One Thing" Analysis
• Opportunity Logging
• Cause and Effect Analysis
• Brainstorming
• Delphi Technique
• Nominal Group Technique
• List Reduction
• Selection Grid
• Weighted Voting
• Paired Comparison.
• Impact Analysis
• Focus Groups
• Creative Thinking
OTTAWA - CARLETON DISTRICT SCHOOL BOARD
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
• Process Analysis and Design
• Process Prioritization
• Structures Process Selection
• Reengineering Master Planning
• Process Visioning
• Process Profiling
• Brown Paper Analysis
• Process Critical Path Analysis
• Process Control Risk Assessment
• Methods Analysis
• Cycle Time Reduction Analysis
• Approval Cycle Analysis
• Policy and Procedure Definition
• Trend Analysis
• SWOT Analysis
• Customer Attribute Ranking
• Customer Attribute Categorization
• Current vs. Future Requirements Analysis
• Competitor Analysis
• External vs. Internal Perceptions Analysis
• Acceptable vs. Outstanding Analysis
• Internal Requirements Assessment
• Other Stakeholder Analysis
• Demand Forecasting
• Core Competency Analysis
- A.1 -
• Management Structure Analysis
• Resource to Workload Matching
• Internal Contact Survey Analysis
• Top -Level Organizational Design
• Accountability Framework
• Job Description Definition
• Staffing Trend Analysis
• Staffing Turnover Analysis
• Skill Mix Analysis
Performance Measures
• Financial Statement Analysis
• Benchmarking and Best Practices
• Performance Measures Framework
• Cash Flow Model
• Macro Cost Driver Analysis
• Activity Generator Analysis
• Time Driver Analysis
• Business Planning
Implementing Change
• Implementation Action Planning
• Communication Planning
• Change Propensity Analysis
• Force -Field Analysis
• Attrition Analysis
• Position Elimination Scoring
• Relocation /Retraining Analysis
• Management Contracts
• Implementation Scorekeeping
JULY 24, 1998
APPENDIX B
DETAILED ROI APPROACH
3 7.
MSAONIANGTEIMOENNST
WN
Phase 1
Opportunity
Identification
and Sizing,
Collect
Internal
Data
Analysis Report to
Interview — > of Client
Key areas for
Findings improvement
Collect
External
Data
■ Project Planning
➢ Identify interview, focus group and survey participants
➢ Confirm deliverables
➢ Identify logistical issues
➢ Develop a communication plan
■ Data Collection
➢ Assess stakeholder needs.
➢ Gather key information on activities, processes and organizational structures through the collection of internal
data and interviews.
➢ Collect external data (if necessary) to be used as a benchmark for the organization.
■ Analysis
➢ Compile results of interviews, focus groups, and questionnaires.
➢ Assess how the stakeholder needs are met by the existing processes and policies.
➢ Analyze the gap between the needs and the current environment.
➢ Obtain input from other streams as required.
➢ Select the key issues for further investigation and analysis.
➢ Analyze the data gathered using ROI methodology tools that focus on opportunity identification.
➢ Filter the opportunities identified to highlight processes that offer the highest potential for improvement, based
on specific metrics such as value generated by the process and resources devoted to it.
➢ Develop conceptual process alternatives, if applicable.
➢ Identify any "quick wins" where the client may improve efficiency /effectiveness with little or no further
analysis.
■ Report
➢ Deliver a report to the client identifying:
— quick -wins, including specific recommendations for implementation;
— a prioritized list of the key areas for improvement;
— conceptual process alternatives;
— selection of the most desirable processes to investigate further in Phase II.
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - B.1 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSA0N1AOGTEI MOENNSr
!.
Phase 11
Solution
Development
Phase Plan
1 Phase If -�
Output
Collect
Internal
Data
Visioning Interview
Exercise —�
Collect
External
Data
■ Project Planning
➢ Reconfirm project objectives, scope, timing and deliverables.
➢ Develop a detailed workplan for Phase II.
➢ Develop a Phase II communication plan.
nalysis
Results
Detailed
Redesign
Report to
Client
Redesigned
processes to
meet goals
■ Create Vision
➢ Develop objectives for process performance.
➢ Define process performance benchmarks and select relevant examples of innovation or best practices.
➢ Identify key success factors for the process.
➢ Develop high level scorekeeping mechanisms.
■ Data Collection
➢ Collect specific data on key areas identified in Phase I to enable the team to develop solutions.
➢ The same techniques for data collection used in Phase I are used in this phase, however the information sought
is much more detailed.
■ Redesign
➢ Do a detailed redesign of the key processes identified in phase I based on the visioning exercise.
➢ Obtain input from stakeholders and communicate throughout the redesign.
➢ Define organization structure including roles, accountability and high level job descriptions;
➢ Identify system requirements and select new systems to support redesigned processes;
➢ Identify and define performance measures for new process designs;
➢ Design the integration of new business practices, technology, structure, and management systems into the
existing organization context;
➢ Develop new policies and procedures to suit the redesigned process;
➢ Develop a high level roadmap for implementation.
■ Report to Client
➢ Deliver specific recommendations for redesigned processes.
OTTAWA - CARLETON DISTRICT SCHOOL BOARD - B.2 -
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
JULY 24, 1998
MSAON[AU -T IMOEONST
Phase II
Output
JKAN
ANNERNIV,
Phase III
Implementation
Assistance
Consider Human
Resource
Implications
Identify &
Overcome
Barriers to
Chan e
Develop
Communications
Plan
Address
Legalities and
Other Issues
OMMMMMMEME
Develop
Detailed Work
Plans
Create
Scorekeeping
Mechanisms
Link to
Management
Process
Execute F,111 Realize Results
■ Change Preparation
➢ Anticipate challenges to be encountered in the change process with regard to human resources, legal issues, and
general resistance to change.
➢ Develop a plan to overcome these barriers to change.
➢ Develop a communications plan with the intention of "continuous" communication with stakeholders during
implementation.
■ Plan & Control
➢ Develop detailed work plans for implementation of the phase II recommendations including setting goals,
quantifying specific outcomes where possible, and setting the timing.
➢ Develop Scorekeeping mechanisms that will allow the team to monitor the success of the implementation
throughout this phase.
➢ Link recommendations to management processes to ensure that the recommendations become part of the regular
business practices of the company. This should provide lasting change.
■ Change Execution
➢ Validate design with a pilot project.
➢ Identify and develop specific physical infrastructure to support new processes.
➢ Implement new information systems to support new processes (if necessary).
Transfer knowledge through training employees.
Implement new organization structure and roles and responsibilities.
➢ Implement new performance management and information systems.
Implement new policies and procedures.
(4w, OTTAWA- CARLETON DISTRICT SCHOOL BOARD - B.3- JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I
MSAON JA UGJE'MO ENNST
APPENDIX C
PHASE I PROPOSED BUDGET
11Ll .
MSAo -jA o GT --jMo ENNST
(,,,, Proposed Budget
Stream
Budget
Personnel/Human Resources and Payroll
$30,000
Facilities Management
$30,000
School Office Procedures
$25,000
Information Technology
$35,000
Material Management
$30,000
Finance
$30,000
Business Planning
$20,000
Total
$244,444
OTTAWA- CARLETON DISTRICT SCHOOL BOARD - C.1 - JULY 24, 1998
Study of Efficient & Effective Business Practices
Overview of Approach and Draft Workplan for Phase I —
..SA ONIA O GTE'MO ENNSr