Toronto District School Board
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Progress on Recommendations


Area of Concentration Recommendation # Recommendation What's Needed Progress to Date
Capital #1 Capital management re-organization - the Director should abolish the practice of shared or dual reporting structures. 
Completed
#2 Rationalize property portfolio - the Board should proceed quickly to rationalize its portfolio of low utilization school properties.
Exploring options
#3 Build new construction to benchmark - TDSB should build new construction to comparable industry construction cost benchmarks.
Completed - business cases submitted to Ministry of Education are built to benchmark where possible
#4 Establish capital planning process - the school board should formally establish a new capital planning process that begins with identification and approval of planning and budget requirements.
Well underway
#5 Update capital deficit recovery plan - the school board should review the key assumptions made concerning its ability to generate revenues to support its capital plan. 
Completed
#6 Business case for modular construction for smaller scale projects - TDSB should complete a formal business case on using modular construction methods in order to objectively assess the benefits and potential compromises involved. Requires system change to embrace alternative methods of construction Completed
Facilities #1 Realign the maintenance and custodial staffing models - restructure and reduce the number of full time equivalent positions in these functions. Will require changes to collective agreements Facility Services is exploring ways to increase efficiencies in other ways
#2 Facilities services re-organization - implement an organizational restructuring of the custodial, maintenance, and permits functions.
Accepted and in progress
#3 Maintenance & custodial function transformation - including process re-engineering and technology implementation. 
Accepted, Facility Services has recently implemented a new organizational structure and a GPS system to increase efficiency and productivity
#4 Facilities services performance management program - implement a Performance Management framework within the Facility Services Organization.
In place for management staff
#5 Outsource and decommission non-core services and functions. Outsource the following services: Security Services, Grounds, Vehicle Maintenance, Print Shop and Construction Services. Decommission the Electronics Repair Shop and the Distribution Centre. Will require new negotiated collective agreements Exploring options
Human Resources #1 Attendance support - design and implement a comprehensive attendance support program for all staff groups with the aim of reducing the average paid-days lost per employee by 1 day by FY 2013/14.
Completed
#2 Increase staff allocation holdbacks - increase level of staff allocation holdbacks to minimize the risk of having more staff than needed.
Completed and implemented for 2013-14
#3 Strengthen enrolment verification controls - implement stricter controls over the use of the Enrolment Verification Application to ensure teacher allocations are as accurate as possible.
Completed
#4 Strengthen staffing verification controls - implement stricter controls over the number of staff in the payroll system and ensure that key staffing-related data (i.e. number of active staff on payroll) is readily available for verification and planning purposes .
Completed
Finance #1 Enhance budget planning coordination - the Finance department should enhance and build on the positive aspects of the budget planning process.
Accepted and in progress
#2 Formal budget risk plan - the Finance department should enhance the budget risk management plan by reassessing the assumptions.
Exploring impact and will review options
#3 Interim financial reporting controls - the Finance department should review the process used to submit and review interim financial reports.
Completed
#4 Strengthen and realign payroll operations - strengthen accountability and oversight for Payroll Operations, including realigning Payroll Operations to report to and be accountable to Finance, so that more financial oversight can be provided for the TDSB's largest expenditure item.
Exploring impact and reviewing options for greater integration
Central Administration #1 Executive leadership for implementing the transformation program - design and implement a new senior leadership organizational structure, covering both operations and academic.
In progress
#2 Administrative process modernization – TDSB should conduct a board-wide business process re-engineering initiative to identify and eliminate process inefficiencies.
In progress
#3 Reduce board-sponsored partnerships – TDSB should review all financial and in-kind contributions with a view of reducing expenditures in this area by 50%.
In progress - staff dedicated to reviewing all partnerships
Procurement #1 Procurement cost reduction program – implement a comprehensive Procurement Cost Reduction Program that covers 19 major procurement categories and is implemented over three waves of 8 months each. Will require new policies and a defined process for procurement and a refined list of vendors that schools can access for work done. Accepted and in progress

 

Our Mission
To enable all students to reach high levels of achievement and well-being
and to acquire the knowledge, skills
and values they need to become responsible, contributing members of
a democratic and sustainable society.
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