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HomeMy WebLinkAbout19 Report 98-263 Preliminary Report on Review of Board ServicesL Ottawa - Carleton District School Board This report is the original version 27 July 1998 Report No. 98 -263 to the Board Re: Preliminary Report on Review of Board Services ORIGINATOR: Carola Lane, Director of Education /Secretary of the Board PURPOSE: 1. To provide a preliminary report on the review of Board Services undertaken by Deloitte and Touche in accordance with the Study of Efficient and Effective Business Practices approved by the Board. BACKGROUND: 2. As trustees are aware, there were significant reductions in the 1998/99 budget with respect to the Board /Trustee Services area. 3. As part of their Study on Efficient and Effective Business Practices, Deloitte and Touche have looked at the Board Services area and their preliminary report is attached as Appendix A. Submitted for information. Report No. 98-263 re Preliminary Report - Board Services 27 July 1998 Deloifte & Touche Ott,�ivvia - -.Cirleton i s r-icl Sc � I � ard Deloitte Touche Tohmatsu International Table of Contents • Introduction • Work Undertaken • Analytical Framework • Findings • Alternatives For Consideration • Implementation Considerations Appendices A - Interview Guide - Service Providers B - Interview Guide - Service Users C - Activity Profile Survey ' D - External Benchmarking Questionnaire E - Benchmark Results F - Core Business Processes G - Activity Profiles C'4' r� Page 1 2 3 4 19 24 MSAONJAOGIEIMOEONST r11 r*1 (01* Introduction Background ■ Board/Trustee Services has been identified by the Ottawa - Carleton District School Board (Board) as a key and immediate area for service delivery functional review. The rationale underlying this need is fourfold and includes: the general fact that, as a core enabling administrative and governance function for the Board of Trustees, Board Services must be optimally effective and efficient; given the Board's current environmental context and related and unprecedented challenges and workload requirements, implementation of optimal and enabling administrative practices can have a significant positive impact on the implementation of policy and operational decisions made by the Board; > by virtue of the scope and nature of its mandate, Board Services is a fully operational function during the summer months and can therefore, be reviewed immediately; and, consistency of timing and implications for related review and redesign of other priority areas identified within the context of the study of Efficient and Effective Business Practices initiative. Objectives • To review the current Board Services delivery model, including the scope and nature of services provided, processes and activities, approach, resources, and staff roles and responsibilities. • Given the current and envisioned operating context for the Board, to determine the required and practical level and scope of service, and assess identified inefficiencies and service delivery differences between the current and desired state. ■ To identify opportunities for improvement and related options and recommendations for change (e.g. practices, processes, enablers [technology], resources and organization). 011awa•Carleton District School Board A Board ZrvicesReview - 1 - MSAONJAUGJE'MOEN1�si Draft Report v July 24, 1998 � r .1 � Work Undertaken OIl:n��a - (:arlt�tttu 1)itifrict St�hcutl lioartl ■ In the context of a review of the Board Services function, the following key activities were undertaken: clarified /defined the scope and expectations of the engagement; held a start -up meeting to develop an initial profile of Board Services; interviews were conducted with the Chair of the Board, the Vice -Chair of the Board, Chairs of Board Committees, interested Trustees, employees currently working in the function, two former employees, the Co- ordinator of Communications, and two Superintendents (refer to Appendices A and B for Service Provider and User Interview Guides, respectively); activity analysis of current and former staff positions, responsible for the function of Board Services was .conducted (refer to Appendix C for the Activity Profile Survey); > for comparative purposes, questionnaires were prepared and distributed for benchmark research with seven school boards and three municipalities (refer to Appendicies D and E for the External Benchmarking Questionnaire and Benchmarking Results, respectively); defined core processes, activities and tasks of Board Services — both current and envisioned in the new environment (Appendix F provides an illustration of core Board Services processes, while Appendix G contains a detailed activity profile); initial analysis of findings was undertaken, and preliminary conclusions were developed and presented to the Director and Secretary to the Board in a working session on July 20, 1998; > options for improvement were then identified by the consulting team; and, a Preliminary Report detailing findings, conclusions, and options for improvement was submitted for the Board of Trustees' consideration on July 27, 1998. Ottawa - Carleton District School Board Report v �,, ■ ■■ Y A /� Draft Services Review Draft - 2 - Ml AONJA UG�E IMOEONST July 24, 1998 �i Analytical Framework (0110 ■ In order to provide for focused analysis, and to ensure that the most meaningful components of the Board Services function were addressed, the following analytical framework was employed. This framework was used to both assess the current situation and structure options and recommendations for consideration. Strategic Context Purpose Critical Success Stakeholder Value Ottawa - Carleton District School Board Board Services Review - 3 - MSAON JA U+ I MOE NNST Draft Report July 24, 1998 0 Findings �V Strategic Strategic Context was ■ Given the current transitional context for the new Ottawa - Carleton District School Board, the "service delivery" climate for Board Services is best described as being demanding and unprecedented. ■ Board Services is a critically important support function for both individual trustees and the Board itself. The importance of this function cannot be understated during the current state of transition. ■ Although Board Services provides direct services and support to both Trustees and the Board itself, other stakeholders include: Senior Managers; Ottawa- Carleton Assembly of School Councils; Federations, unions and representatives; y Parents; the public; and Y Provincial Department of Education. ■ Once organizational transition has stabilized, and optimal processes, enablers (e.g. technology) and resource levels are implemented, current workloads are expected to decline (e.g. length of Board and Committee meetings, number of.inquiries received, volume of information processed). Ottawa-Carleton District School Board A A Board ftRepoort Y v eicacReview - 4 - Draft R USAON JAUGTEIMOENNSr Dr July 24, 1998 too Colo M Findincts Purpose Purpose ■ The purpose of Board Services is to provide for, facilitate and coordinate the exchange of information, to and from the Board. This service is provided to the Board as a collective entity and to individual trustees in their efforts as elected representatives. • This is achieved by: > Recording and writing succinctly and accurately Board and Committee minutes; Ensuring Board and Committee minutes are archived for future reference; Coordination of trustee correspondence for response; and Providing a single window of access to coordinate individual trustees administrative needs. • The function of Board Services was broadly similar in both predecessor boards. Further, the current function of Board Services is provided in a similar fashion to that found in other School Board jurisdictions, as well as related functionality found in the municipal environment. Ottawa - Carleton District School Board n Board Services Review - S - MSAON JAU GTEIMOENNST 'v Draft Report 1[� July 24, 1998 v ti F, Critical Success Factors pas ■ As a result of conducting Trustee and staff interviews, a consensus quickly emerged around the factors or imperatives that determine the success of the Board Services function. Critical success factors have been identified to include: v Timely receipt, co- ordination and provision of information; Y Accuracy of documentation and communications; Cost- effectiveness of service delivery; y Responsiveness of action and outputs; Y Provision of advice on fundamental rules of order / protocols; Satisfaction of statutory [reporting and recording] legal requirements; y Knowledge and behavioural competence of staff; y Retention and continuity of corporate memory (process, players, decisions, and context); and Consistent approach for Board /Committee recording (e.g. consistent format for agenda planning, motions, contextual discussion, etc). ■ The above -noted success factors also represent decision making criteria that can be used to assess the merits of proposed service delivery options. Ottawa- Carleton District School Board A Board Services Review - 6 - Draft Report Y ,■ USA ON JA U GT E I MO E NNST . July 24, 1998 to koo (40� . ("111 C% Findings Scope of Services Observations C11* Scope of Services ■ As summarized below, the current scope of services or output produced by Board Services is generally viewed as being focused and specialized: f Board and Committee Agenda Planning and Coordination; Board and Committee Meeting Recording and Reporting; Provision of General, Administrative and Clerical Support; Procedural and Protocol Advice for Meetings; and Preparation and Distribution of "Friday Packages ". • It should be noted, however, that while the fundamental purpose of the function is to support the Board and individual trustees, related services are currently provided to the Senior Staff Committee. • Although related services are, being provided by Communications and Information Services (e.g. Web -site updates and records management), minimal duplication was noted. External Benchmarks ■ As noted in Appendix E — Benchmark Results, the scope of services found at the Ottawa - Carleton District School Board is, with the exception of support to senior management, very similar to that of other responding organizations (school boards and municipalities). District School Board Board Services Review -%- M S O l I 0 N S T Draft Report U T E July 24, 1998 Fn Scope of Services - Strengths of Current Approach 011ama - Carh-lun Disirict School lionrtl ,J Scope of Services • Single point of contact for administrative /secretarial support for Trustees — the current approach is highly respected by Trustees. • Specialization and clarity of staff roles and responsibilities in Board Services. • Retention of experienced and knowledgeable Committee /Board Co- ordinators. ■ Working relationship between Board Services and the Director of Education. ■ Provision of Board Services orientation to all Trustees on defined protocols, processes, roles and responsibilities, and guidelines and rules for Board and Committee meetings. ■ Production, management /maintenance and accessibility to Board minutes. Ottawa- Carleton District School Board /� n Board rReport es Review MSAON JAOGjE'MOEONST Draft Report a� Y July 24, 1998 (01 F ndin Practices / Activities - Level of Effort C% r", MCI • A detailed summary of key "activity" findings is provided in Appendix G. The highlights of these findings are presented below. • As expected, a significant portion of the Board Services effort (63 percent), is focused on: > the production of agendas; preparation of the summary of proceedings; > writing reports and minutes for Board Committees; and > preparing weekly schedules of meetings. • Of the 63 percent, 38 percent of effort is solely dedicated to writing reports and minutes for the Board and Committees. • It should be noted, however, that further detailed analysis reveals that close to 16 percent of the effort is dedicated to supporting the Senior Staff Committee. ■ Secretarial and administrative support (e.g. correspondence, travel arrangements, word processing, etc.) to the Chair, Vice Chair and other trustees represents a relatively high level of effort at 18 percent. Ottawa Carcto n District School Board Board Srvax Review -9- M S O l U T I 0 N S T Draft Report July 24, 1998 Findin Practices / Activities - Core Processes Ica ■ The services provided by Board Services are fundamentally delivered through several core processes. The core processes listed below are illustrated in Appendix F: > Trustee Correspondence Senior Staff Recording and Reporting Standing Committee Recording and Reporting Board Recording and Reporting Friday Package ■ Trustee Correspondence Mail for trustees may be received from three internal sources - Communications & Information, Corporate Records, and Board Services. In terms of reviewing, logging and forwarding mail to trustees, a multiple number of sourcing points may compromise consistency of process and quality. While being responsive to constituents is an important role of Trustees, distribution of a copy of the log or record of all correspondence received to all Trustees may not be necessary if electronic accessibility is provided. There is no consistent approach or format being used by all trustees with respect to Board and trustee correspondence. This creates a measure of complexity and variable workload for Board Services staff. The current practice of a Board Services resource logging and reviewing correspondence serves to ensure that draft responses are timely and written by the appropriate staff member or manager for the trustee's signature. DafdRerviasRcview Draft Report Y Y - lO- MSAON[AOGTEIM EONST July 24, 199R Findings Practices / Activities - Core Processes Ica IN Senior Staff Committee Reporting and Recording Involvement in and knowledge of the Senior Staff Committee reporting process from beginning to end by one Board Services resource ensures continuity of process and consistency of quality. Advanced agenda planning (e.g. 1 — 2 weeks in advance) provides senior management and staff with an opportunity to plan, complete and submit material for discussion without having to incur urgent deadlines. A considerable portion of the designated Committee Co- ordinator's time is spent tracking documents and distributing background material prior to the Senior Staff Committee meeting. ■ Board Reporting Process y The elapsed process time between the creation of draft formal minutes and subsequent approval may compromise the accuracy of recall and context of Board decisions and discussions. Three summary reports at varying levels of detail and submission are created for each Board meeting. Integration of effort and format linkages across all three sub - processes are not optimal. Level and timing of effort to produce both the "Director's Notes" and "Action /Score Sheet" is inefficient. Consolidation of effort and output could resolve this inefficiency. Current workload levels and work schedules for Committee Coordinators do not generally allow for flexibility of scheduling to coincide with specific work demands (e.g. attending meetings). This results in incremental overtime costs and downtime during core work hours. Ottawa-Carleton Distract School Board Board Services Review M S O N L A U T 1M 0 N S T �. Draft Report July 24, 1998 Findings Practices / Activities - Core Processes ■ Standing Committees Ica Guidelines and formats for the timing, review and approval of the Report of the Standing Committee(s) to the Board are informal. In the case of very tight timeframes, detailed minutes are still required for inclusion in the "Friday Package ". This requires significant effort, and given the tight deadlines, content quality may be compromised. Assignment of dedicated Committee Coordinators to specific Standing Committees enhances knowledge of issues, processes and participants. This ensures continuity of process and consistency of quality of outputs. Advanced agenda planning (e.g. 1 — 2 weeks in advance) provides committee members and senior management with an opportunity to plan, complete and submit material for discussion. Current workload levels and work schedules for Committee Coordinators do not generally allow for flexibility of scheduling to coincide with specific work demands (e.g. attending meetings). This results in incremental overtime costs and downtime during core work hours. 011awa•Carlelon District School Board n Board Services Review - 12- MsAONJAOGTE'MOEONST Draft Report v July 24, 1998 1 r� r Findin Practices / Activities - Core Processes ■ Friday Package G MCI Protocols, formats and deadlines for documentation submission are not always respected. This results in increased level of staff effort and distribution delays. Y Last - minute additions or "add -ons" are common. This arguably is due to number and size of documents included in the "Friday package ". The amount of material provided to various recipients, particularly trustees, is too voluminous and detailed. Further, the concept of executive summaries with access to more detailed documentation is not utilized. This arguably limits preparation time for trustees. > It also appears that the scope of participation and input into the process may be too broad at times. Electronic distribution or accessibility to supporting or more detailed documentation is less than ideal. Linkages to and coordination with printing services needs to be strengthened. Currently, Board Services staff must confirm priorities and capacity availability, and physically retrieve printed materials. This proves to be time - consuming and occasionally causes distribution delays. ■ Other Real -time recording of Board and Committee motions and decisions, and related and high -level implementation or action plans does not occur electronically. Although there is and will continue to be a need for expert procedural and rules of order advice for Board and Committee meetings, this need is likely to be on an exception basis. Fundamental training and education of trustees and senior managers on meeting protocols and procedures at the beginning of each fiscal or school year will be an ongoing requirement and can be provided by internal resources. Improvements can be made in several key processes but the requirements (timeframe, level of detail, etc.) must be clearly set by the users. Ottawa -Carleton District School Board Board Services Review -] 3- A(SA O l A T Draft Report U T E I 0 N S July 24. 1998 indin Practices / Activities - Value Assessment Ica, ■ The following core [Board Services] services have been identified for the purpose of assessing relative importance or value added (for the Board and Trustees) and related level of effort: 1. Board / Committee Recording 2. Board / Committee Reporting and Communications 3. Board / Committee Agenda 4. Friday Package 5. Trustee Correspondence - Mail and Telephone 6. Researching Previous Board Decisions / Motions 7. Logistics Support (i.e. travel, meetings, Personal info request) 8. Expulsion / Suspension Appeals Co- ordination 9. Secretarial Support / Co- ordination for Trustees 10. Tracking Board Decisions/ Follow -up 11. Rules of Order / Meeting Protocols 12. Board / Trustee Training and Orientation ■ This analysis and resulting profile yields insight into opportunities and options for new methods of service delivery. Ottawa- Carleton District School Board Board Services Review -14- MSAON JAUGTEIMOENNST Draft Report 11,, July 24, 1998 ("I Findings s Practices / Activities Service Value / Level of Effort Assessment NCI a� M a� L ("I * * MCI L M H Level of Effort Ottawa - Carleton District School Board Board Services Review - 1S - MSAON JAU+IMOENNST Draft Report July 24, 1998 Findings Enablers Enablers ■ People Given the limited number of staff resources within Board Services, backup capacity needs to be sourced more formally from Superintendent staff resources. Board Services staff have a significant level of knowledge and experience, both of which are important competencies for ensuring corporate memory and continuity of service. Notwithstanding the above, and in light of current merger transition, the mix of former OBE and CBE staff is, as expected, still developing as a team. ■ Organization For the current scope of services provided and approach and processes utilized, a targeted staff complement of five staff resources is reasonable. The targeted mix of defined roles / positions, however, is not optimal - with a disproportionate number of secretarial support positions in relation to Committee Co- ordinators /Recorders. uuawa•Carleton Uistncl school lioara _ Board Servims Review - 16- MSAONIA OGTE I MOEONST Draft Report July 24, 1998 • . ra Findings Enablers ■ Technology Enablers While some progress has been made, the Board Services function is generally too reliant on manual and paper -based practices and processes. Specific areas of concern include the lack of electronic distribution and /or access to detailed and lengthy documents (e.g. "Friday Package "), meeting agendas, and policies and procedures. Given the increasing expectations and reliance on electronic document and information management, there appears to be a lack of defined formats and protocols. ■ Tools and Templates The lack of prescribed format for reports and other types of documents in the "Friday package" compromises the effectiveness of both the tool and the process for trustee use. For example, a mandatory executive summary for each document could significantly enhance the pre - meeting knowledgebase of trustees. Ottawa -Carleton District School board Board Services Review M S 0 l I 0 N S T Draft Repon E July 24, 1998 Fcn Stakeholder Value mail takeholde Value ■ As outlined below, Board Services provides value to not only the Board and individual Trustees, but also to a number of other stakeholders: Stakeholders Value Received _ Primary ■ Information coordination and exchange • The Board ■ Recording and writing succinctly and • Individual Trustees accurately of Board and Committee minutes ■ Archiving Board and Committee minutes ■ Providing advice to the Board regarding bi -laws and meeting procedures / rules of order ■ Coordination of Trustee correspondence for response ■ One point of access to coordinate individual Trustee administrative needs Secondary ■ Information coordination and exchange • Assembly of School Councils ■ Accurate written record of Board and • Public Committee minutes (and decisions) • Provincial Department of Education ■ Archived material available for • Federations research/investigation Ottawa- Carleton District School Board Board Services Review - Ig - MQAON JAOGTEIMOEONST Draft Report v ■. July 24, 1998 W Alternatives for Consideration Scope of Services Scope of Services ■ In order to enhance the focus and level of effort of Board Services functionality, support requirements for the Senior Staff Committee should no longer be provided by Board Services. Possible alternatives for the Senior Staff Committee include Superintendent support staff or the retention of part -time contract resources. ■ In order to streamline Board and Trustee - specific correspondence, it is suggested that Board Services coordinate only Board - specific responses. Specifically, if a Trustee wishes to have a staff [Board] response to individually- directed correspondence, regular protocols for correspondence registration and record should be followed. Further, related policies should be amended to reflect this process. Ottawa- Carleton District School Board n n Board ZvinsReview - 19- MSAONIAU+IMOENNST Draft Report Y O July 24, 1998 Alternatives for Consideration �- Practices / Activities Ica • Standardized policies, protocols and formats need to be developed for the variety of documents (e.g. Departmental Reports) included in the "Friday Package ". • To the greatest extent possible, the effort and format of the "Director's Notes" and the Action /Score Sheet should, at a minimum, be better co- ordinated and integrated, or potentially consolidated altogether. ■ For more effective workload management, a priority is to manage the peaks and valleys of work volumes. As such, protocols and deadlines for practices [processes] must be established, taking into consideration timing of inputs /information, requirements of users, and level of effort. Ottawa- Carleton District School Board A Board Services Review -20- MSAON JA OCTE I MOENNST Draft Report v July 24, 1998 ` _ r r r Alternatives for Consideration Enablers Bnablertc • With the elimination of Senior Staff Committee support, improved formats and protocols, more effective workload allocations, and streamlined correspondence practices, a staff resource complement of four full -time, permanent positions is recommended for consideration. Specific roles or positions could include: > Team Leader / Functional Supervisor y Committee Coordinators / Reporters (2) Secretary to the Trustees • Alternatively, and in response to unusual workload volumes and Board obligations associated with organizational transition, five full -time positions could be employed with the fifth position focused on Board /Committee co- ordination and reporting, and back -up to other Board Services activities. This additional position could have defined contract employment status (e.g. one year contract), and as such, be eliminated when workload volumes subside and stabilize. ■ Further, that the role of Team Leader / Functional Supervisor serve as both a functional co- ordinator /supervisor and as a technical resource and advisor. This could include serving as regular and /or back -up Board or Committee Co- ordinator. Report Ottawa - Carleton District School Board n Board Services Review -21 - MSAONIA Draft OGTEIMOEONOT July 24. 1998 Alternatives for Consideration Enablers Enablers ■ In the event of overload or backup Board / Committee reporting situations or heavy "Friday package" runs, the following alternatives should be considered: Retention of recently retired or terminated employee(s) on an as needed basis > Use of the Team Leader / Functional Supervisor Support from the complement of administrative assistants /secretarial staff supporting Superintendents and Director ■ Expert guidance and advice on rules of order could be provided externally on an as- needed basis. Fundamental protocols and advice would be provided by the Chair of the Board, Committee Chairs and /or the Team Leader / Functional Supervisor. Alternatively, an external expert could be retained for all Board meetings. ■ Basic fundamentals of meeting rules of order and protocol could be included in a Trustee Orientation Program that might be provided, at a minimum, on an annual basis. This initiative could be supported with electronically - provided literature (e.g. CR Rom of Concise Procedures For Meetinas by Kerr and King). Ouawa- Carleton District School Board - Board Services Review Draft Report - 22 - MSAONJA GT E I MOE NNsT July 24, 1998 b � r r Alternatives for Consideration Enablers Enablers ■ In the context of a merger of this magnitude, team building facilitation to start establishing a sense of identity with and commitment to the amalgamated Board is critical. An effective team enables staff to focus their corporate knowledge and expertise in provision of services and practice improvements. ■ Consistently, through the data gathering effort, both users and providers at all levels of the organization have reported concern about information overload. This impacts directly on workload drivers internal and external to Board Services. Guidelines must be established by the users as to the appropriate level of information requirements. These guidelines should be communicated to Board Services and enforced at that level. ■ Given the move towards electronic storage and retrieval of data, consideration could be given to an alternate media for Board recording and reporting. For example, Board proceedings could be recorded using audiotape or other technology. This, however, would not preclude preparation of formal written minutes in support of statutory requirements. Ottawa- Cadclon District School ncwd hoard Services Review -23- NSAON JAU+IMOBONST Draft Report v July 24, 1998 Implementation Considerations 011awn - Cnrl0mi District School 13oartl ■ Workload analysis and redistribution of Meeting minutes recording for Senior Staff Committee to related support staff ■ Orientation /Procedural training package development for Trustees ■ Retaining external expertise regarding Meeting Rules of Order / Protocols ■ Redistribution of Standing Committee support responsibilities to respective Superintendent staff; and related staff training (process, etc.) • Development of revised job descriptions and assessment of classification and pay implications for Board services staff • Assessment of terms and conditions implications for any "hours of work" changes for Committee Coordinators ■ Assess and integrate technological implications of process and activity automation into a broader IT strategy with a particular focus on: "Friday Package" dissemination; correspondence tracking; tracking and follow -up of Board decisions; researching previous Board motions; and, > electronic reference material (e.g. Rules of Order and Protocol). Ottawa - Carleton District School Board Board Services Review -24- MSAONJAUGIEIMOENNST Draft Report July 24, 1998 APPENDIX A INTERVIEW GUIDE - SERVICE PROVIDERS ("I'l ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ ■ Ewa W �D � � o o o r r r El � CD 0 °, aE� ° y a cn go CD o CD A• tr °, D O n n CD J O O co 0 o 0 c c co H 0 14 -0 0 °,. S °�" a c '� as E: a' v' S' CD 5 �. cr 2 CD 9. ►•' (gyp' J � H A A y co to � fit. �' •J W CD 9: C. ° 0 0 � y a p�1 J J J 0 N W co O O a r, X C m 70 c", r APPENDIX B INTERVIEW GUIDE - SERVICE USERS °Q 9 USERS ■ What is the main purpose of function of Trustee Services/Board Services? ■ What are your main requirements respecting the services provided by this function? ■ In your view, what is the highest value activity provided by this service? ■ In your view, what is the lowest value activity provided by this service? ■ What are the strengths of the current service Delivery Model? IN What are the weaknesses of the current service Delivery Model? ■ If you were to consider ideas for change, what would be the one key change you would suggest for improving service delivery? ■ In the new environment what are the key i=eratives/services that will to be performed by Board Services? ■ Other comments OTrAWA- CmLETON DISTRICT SCHOOL BOARD - B.1 - Board Services Review Draft Report cl*l c1lo APPENDIX C ACTIVITY PROFILE SURVEY l -/- (W PROFILE AND ACTIVITY QUESTIONNAIRE 1. Background Information Position: Group and Level: Job Title: Division: 2. Overall Purpose of Your Position In one or two sentences, please describe the overall purpose and key objectives of your job /position. OTTAWA-CARLETON DISTRICT SCHOOL BOARD - CA - Board Services Review Draft Report 160- 3. Position Activities a) Please indicate the approximate amount of on-the-job time, for those activities you are required to perform, as outlined below. Please note that you should focus on key activities only (i.e. you dedicate no less than 2 hours per week [5% of the time]). You will have an opportunity to provide more details in Section 4a. Cmmnlete nn enlmmn nnly Key Activities # of Hrs./WL % of Time/Wk L Organizing meetings, logistics, food etc. 2. Preparing agendas and long range agendas for board trustee and staff committees 3. Preparing summary of proceedings for distribution the day after a Board meeting 4. Writing reports and minutes for the board and all trustee committees, staff committees (senior staff, Joint Health and Safety) 5. Preparing weekly schedule of meetings showing board and committee meetings 6. Advising the Chair and members regarding the Board's by -laws and meeting procedures 7. Secretarial/administrative support to Chair, Vice -Chair of the Board and other trustees as required 8. Research precedents and assisting with wording of Board member motions 9. Distributing agenda material and information on Board decisions to schools, departments, federations and non - voting representatives on committees 10. Providing a tracking mechanism for Board decisions 11. Preparing Annual Meeting Calendar (schedule of meetings) 12. Making travel arrangements and conference arrangements for trustees and staff 13. Distribution of hard copy of Policies and Procedures to the system 14. Liaison with parents and arrangements for suspension/expulsion appeals Subtotal OTTAWA- CARLETON DISTRICT SCHOOL BOARD - C.2- Board Services Review Draft Report 4. Former Position Activities a) Please indicate the approximate amount of on-the-job time, for those activities you will be no longer required to perform, as outlined below. Please note that you should focus on key activities only (i.e. you dedicate no less than 2 hours per week [5% of the time]). You will have an opportunity to provide more details in Section 4a. Complete on column only Key Activities # of HrsJWL % of Time/Wk 1. Maintaining a Records Management System including a retention and disposal schedule. 2. Register of Correspondence and co-ordination of written responses for trustees 3. Microfilming students records and other vital records 4. Providing advice to other departments on records management 5. Processing of MFOI requests 6. Co- ordinationg a Forms Management Program 7. Providing Central Printing/Duplicating Services for Administration Building and Schools (includes report cards, timetables for former CBE secondary schools and supply room services for the Administration Building) Subtotal OTTAWA- CARLEToN DISTRICT SCHOOL BOARD - C.3 - Board Services Review Draft Report b) Please note any unique and key activities that you perform on a monthly or annual basis Activities Amount of time (Days) Per Month or Year (Please specify) 1. 2. 3. 4. 5. OTTAWA- CARLETON •DISTRICT SCHOOL BOARD - C.4- Board Services Review Draft Report c) Are there any other current activities that have not been covered in this question? Please list and briefly comment on any that come to mind. Activities # of Hrs./WL % of Time/Wk 1. 2. 3. 4. 5. Subtotal TOTAL (Pages 2 and 4) OTTAWA- CARLETON DISTRICT SCHOOL. BOARD - C.5- Board Services Review Draft Report /56 5. Other Comments /Suggestions OTTAWA- CARLErON DISTRICT SCHOOL BOARD - C.6 - Board Services Review Draft Report r r", APPENDIX D EXTERNAL BENCHMARKING QUESTIONNAIRE i PROFILE QUESTIONNAIRE 1. Background Information School Board: School Board size: (# of students) Number of Board Members: Number of Board Committees: 2. Number of Staff in Support Rote/Function Indicate the total number of FTE's* involved in support roles to the Board. Support is meant to include activities, outputs or services of the type listed in Section 3 under the heading of Core Activities or Services. FTE or Full Time Equilvalent is the annualized number of resources. For example, three employees working 1/2 time equals 1.5 FTEs. OTTAWA-CARLETON DISTRICT SCHOOL BOARD - DA - Board Services Review Draft Report ISq- 3. Purpose and Scope of Activities and Services Provided a) What are the core activities, outputs and/or services provided by this function? Indicate the top five activities or services provided to board members or trustees in the fifth column. (1 = Most Important... 5 = Fifth Most Important). OTTAWA- CARLEfON DISTRICT SCHOOL BOARD - D.2 - Board Services Review Draft Report Yes No Top 5 Core Activities, Outputs and/or Services Performed Performed but does not fall Activities Activities by Board Services under Board or services are not or Services Services performed 15. Organizing meetings, logistics, food etc. 16. Preparing agendas and long range agendas for board trustees and staff committees 17. Preparing summary of proceedings for distribution after a Board meeting 18. Writing reports and minutes for the board and all trustee committees, and staff committees (senior staff, Joint Health and Safety etc.) 19. Preparing weekly schedule of meetings showing board and committee meetings 20. Advising the Chair and members regarding the Board's by -laws and meeting procedures 21. Secretarial/administrative support to Chair, Vice -Chair of the Board and other trustees as required 22. Research precedents and assisting with wording of Board member motions 23. Distributing agenda material and information on Board decisions to schools, departments, federations and non -voting representatives on committees 24. Providing a tracking mechanism for Board decisions 25. Preparing Annual Meeting Calendar (schedule of meetings) 26. Making travel arrangements and conference arrangements for trustees and staff 27. Distribution of hard copy of Policies and Procedures to the system 28. Liaison with parents and arrangements for suspension/expulsion appeals OTTAWA- CARLEfON DISTRICT SCHOOL BOARD - D.2 - Board Services Review Draft Report b) Please indicate any other activities or services performed that may not have been listed on the previous page. Core Activities, Outputs and/or Services Yes No Performed by Board Services Performed but does not fall under Board Services Activities or services are not performed Other: OrrnwA- CARLEToN DISTRICT ScHom BOARD - D.3- Board Services Review Draft Report 161 4. Position Levels and Titles, and Enablers Titles Yes No Is the function a stand -alone department reporting to a manager /director? If no, what is the function integrated with? Does the function have a supervisor or manager? What are the titles, levels and number of the positions? Examples of levels: 1. Supervisor/Managerial, 2. Administration/coordination, 3. Secretarial/clerical support, 4. Other. 1) 2) 3) 4) Enablers What enabling technology is used to support this function? Information systems: Communication systems: OTTAWA- CARLETON DISTRICT SCHOOL BOARD - D.4- Board Services Review Draft Report Vj 5. Other Comments OTTAWA- CARLETON DISTRICT SCHOOL BOARD - D.5- Board Services Review Draft Report f 0*1 r � APPENDIX E BENCHMARKING RESULTS rdi General Profile — Municipalities r r' The information below represents the aggregate of data gathered in a benchmark survey conducted in three municipalities in the local area. Sources: City of Nepean City of Gloucester City of Kanata OTTAWA - CARLETON DISTRICT SCHOOL BOARD - EA - Board Services Review Draft Report ■ Advising the Chair and members regarding the Board's bi -laws and meeting procedures Scope of Service ■ Preparation of agendas ■ Preparation of minutes, resolutions and bi -laws ■ Record all motions at Council meetings ■ Taking calls and dealing with the public ■ Preparation of the mail -out prior to Council meetings ■ Correspondence management Number of Staff. ■ 4 (FTE) ■ City Clerk Positional Roles ■ Deputy /Assistant Clerk in Council Assistant ■ Administrative Support Clerk ■ Committee Co- ordinators /Assistant ■ Committee Secretariat Number of Committees ■ 8-10 Frequency of Meetings ■ 6 - 8 per week Sources: City of Nepean City of Gloucester City of Kanata OTTAWA - CARLETON DISTRICT SCHOOL BOARD - EA - Board Services Review Draft Report General Profile — School Boards 13N, ! The information below renresents the naareante of data aathPrPri in a lipm-hmartr cnrvrw anrnoo on1 r 11 1­. Ao Scope of services ■ Organizing meetings, logistics, etc. ■ Preparing agendas and long range agendas for the Board of Trustees and staff ■ Attending and recording Board and Committee meetings and discussions ■ Writing reports and minutes for the Board and all Trustee Committees and staff committees ■ Preparing weekly schedule of Board and Committee meetings ■ Advising the Chair and members regarding the Board's bi -laws and meeting procedures ■ Secretarial /administrative support to Chair, Vice Chair of the Board and other trustees as required ■ Providing a tracking mechanism for Board decisions ■ Making travel arrangements and conference arrangements for trustee and staff ■ Distribution of hard copy of Policies and Procedures ■ Distributing agenda material and information on Board decisions to school, departments, federations and non - voting representatives on committees ■ Preparing Annual Meeting Calendar (schedule of meetings) ■ Monitor action of Provincial Government to maintain current set of statutes, Regulations, Memoranda and governing Board operations ■ Researching precedents and assisting with wording of Board member motions Number of staff ■ 3 (FTEs) ■ Director of Education Positional Roles ■ Administrative Support to the Director ■ Supervisory Officers (Superintendents) ■ Communications Officer ■ Public Relations Officer ■ Recording Secretaries ■ Assistant to Recording Secretaries ■ Administrative Assistant to the Chairperson and Trustees Number of Committees ■ 5.5 Frequency of Meetings n ■ One per week vvui a,w. Durham District School Board Hamilton - Wentworth District School Board Waterloo Region District School Board OTTAWA - CARLETON DISTRICT SCHOOL BOARD Board Services Review Draft Report A - E.2- (00� (600. . e**, cl, r' APPENDIX F CORE BUSINESS PROCESSES fl Standing Committee Reporting Process Hold agenda setting meeting OTTAWA - CARLETON DISTRICT SCHOOL BOARD Board Services Review Draft Report -F.1- Board Reporting Process OTTAWA- CARLETON DISTRICT SCHOOL BOARD - F.2 - Board Services Review Draft Report 44000 LO 4i r", r r. Senior Staff Reporting Process Send out call for agenda Finalize Incorpo items for the current week's additio meeting for agenda and agenda i the following draft next week week's OTTAWA - CARLETON DISTRICT SCHOOL BOARD - F.3- Board Services Review Draft Report Trustee Correspondence Mail received in: 1. Communications & Information 2. Corporate Records 3. Board Scrvkcs OTTAWA - CARLETON DISTRICT SCHOOL BOARD - F.4 - Board Services Review Draft Report a C", r,* APPENDIX G ACTIVITY PROFILES rd Position Activities ("11 (1",, .4 NOTES: 1. Where FTE is defined as Full Time Equivalent staff resources. 2. Seven FTE's currently provide Trustee/Board support services. The total of 6.38 FTE's noted above differs slightly from the number of participants due to work activity recorded in the category of "Other" ( work that either will not be performed in the new environment or work that will be moved into another department after August 31, 1998). OTTAWA - CARLETON DISTRICT SCHOOL BOARD - G.1 - Board Services Review Draft Report Key Activities Overall FTE Time Overall time as a % of total time dedicated to each activity 1 Organizing meetings, logistics, etc. 0.12 2% 2 Preparing agendas /long range agendas for trustee and staff committees 0.76 12% 3 Preparing summary of proceedings for distribution after Board meetings 0.46 7% 4 Writing reports and minutes for board and committees 2.40 38% 5 Preparing weekly schedule of meetings showing board and committee meetings .43 7% 6 Advising the Chair and members regarding the Board's by -laws and meeting procedures 0.50 8% 7 Secretarial /administrative support to Chair, Vice -Chair and other trustees as required 1.12 18% 8 Research precedents and assisting with working of Board members motions 0.03 0% g Distributing agenda material and information on Board decisions to schools, departments, federations etc. 0.20 3% 10 Providing a tracking mechanism for Board decisions 0.00 0% 11 Preparing Annual Meeting Calendar (schedule of meetings) 0.05 1 % 12 Making travel arrangements and conference arrangements for trustees and staff 0.05 1% 13 Distribution of hard copy of Policies and Procedures for the system 0.00 0% 14 Liaison with parents and arrangements for suspension /expulsion appeals 0.00 0% 15 Supervisory/Coordination 0.25 4% Total 6.38 100% NOTES: 1. Where FTE is defined as Full Time Equivalent staff resources. 2. Seven FTE's currently provide Trustee/Board support services. The total of 6.38 FTE's noted above differs slightly from the number of participants due to work activity recorded in the category of "Other" ( work that either will not be performed in the new environment or work that will be moved into another department after August 31, 1998). OTTAWA - CARLETON DISTRICT SCHOOL BOARD - G.1 - Board Services Review Draft Report