The Superintendent of Operational Services/COO reports directly to the Director of Education.
The Superintendent of Operational Services/COO is assigned the following specific areas of responsibility:1. Fiscal Responsibility
RE 1.1 Operates in a fiscally responsible manner, in areas of facilities, transportation and information services.
RE 1.2 Administer all facilities, transportation, and information services contracts and ensure compliance and appropriate performance.
RE 1.3 Monitors the areas of facilities, transportation and information services and makes recommendations to the Director of Education, regarding continuous improvements for effectiveness and efficiency.
Quality Indicators relative to fiscal responsibility:
QI 1.1 Monitors and reviews expenditures on an annual basis to ensure continuous improvement in terms of value for money in assigned areas of responsibility.
QI 1.2 Makes recommendations to the Director of Education regarding capital needs to facilitate the development of the annual capital and operating budget.
QI 1.3 Ensures division purchases in areas of assigned responsibility, are made in accordance with legislation, Board Policy and budget.
QI 1.4 Meets regularly with contractors to review and assess performance against contractual and legislative requirements.
QI 1.5 Informs the Director of Education annually about incurred and potential liabilities and informed immediately regarding pending litigation.2. Board Policy and Administrative Procedures
RE 2.1 Make recommendations within areas of assigned responsibility, to the Director of Education, to ensure related Administrative Procedures are kept current and are in compliance as they relate to the Director's responsibilities as outlined in Board Policy.
Quality Indicators relative to Board Policy and Administrative Procedures:
QI 2.1 Recommends required revisions are made to the Director of Education/CFO in a timely manner with due regard for legislation, contracts and Board Policy within areas of responsibility.
QI 2.2 Ensures compliance with Administrative Procedures as required in the performance of duties. 3. Superintendent of Operational Services/COO/Director of Education Relations
RE 3.1 Establishes and maintains positive professional working relations with the Director of Education.
RE 3.2 Honours and facilitates the implementation of the Director of Education roles and responsibilities as defined in Administrative Procedures.
RE 3.3 Provides the information which the Director of Education requires to perform his role.
Quality Indicators relative to Superintendent of Operational Services/COO/Director of Education relations:
QI 3.1 Ensures proposed submissions for Board agendas are made in a timely comprehensive manner and in accordance with the prescribed format. Such submissions shall contain balanced, sufficient, concise information and, where appropriate, clear recommendations. Such proposed submissions shall be made to the Director of Education as requested.
QI 3.2 Informs the Director of Education about Division operations within areas of responsibility.
QI 3.3 Interacts with the Director of Education in an open, honest, pro-active and professional manner.
QI 3.4 Implements CFO directions with integrity in a timely fashion, in order for the Director of Education to perform his duties in an exemplary fashion.4. Organizational Management
RE 4.1 Ensures divisional compliance with all Ministry of Education and Board mandates in regards to facilities, transportation and information services.
RE 4.2 Ensures compliance with all legislative requirements in areas of assigned responsibility.
Quality Indicators relative to organizational management:
QI 4.1 Provides exemplary supervisory oversight for all facilities, transportation and information services staff.
QI 4.2 Ensures facilities, transportation and information services accountability reports will be provided to the Director of Education annually.
QI 4.3 Manages staff so needs and requests are dealt with in timely manner in alignment with Board goals and priorities.
QI 4.4 Ensures compliance with Occupational Health and Safety Act and work towards core compliance.5. Communications and Community Relations
RE 5.1 Takes appropriate actions to ensure positive external and internal communications are developed and maintained in areas of assigned responsibility in accordance with Division strategy and expectations.
Quality Indicators relative to communications and community relations:
QI 5.1 Represents the Division in a positive, professional manner.
QI 5.2 Manages conflict effectively.6. Student Well-Being
RE 6.1 Provide facilities that adequately accommodate Division students in a safe and healthy environment.
RE 6.2 Provide for the safety and welfare of students while participating in school programs or while being transported to or from school programs on transportation provided by the Division. Ensure student transportation is provided with due regard for Safety, Reasonable Access to Educational Opportunities, Fiscal Responsibility, Efficiencies of Time within parameters set by the Board.
RE 6.3 Provide for the protection of electronic student records in accordance with privacy legislation and division requirements, in order to ensure student's privacy.
Quality Indicators relative to student well-being:
QI 6.1 Ensures that regular actions are taken to make certain busses, playgrounds and facilities are safe and healthy.
QI 6.2 Ensures long-term capital asset renewal and long-term maintenance schedules provide for student safety.
QI 6.3 Ensures long-term facility plans incorporate student safety as a primary consideration.
QI 6.4 Ensures the renewal of information technology infrastructure in order to support student learning needs and division operations.7. Leadership Practices
RE 7.1 Practices leadership in a manner that is viewed positively and has the support of those with whom he works most directly in carrying out assigned duties.
RE 7.2 Develop performance metrics for the purpose of monitoring and evaluating operational performance areas of assigned responsibility.
Quality Indicators relative to leadership practices:
QI 7.1 Provides clear direction.
QI 7.2 Provides effective leadership within areas of facilities, transportation and information services.
QI 7.3 Establishes and maintains positive, professional working relationships with staff.
QI 7.4 Unites people toward achieving the Division's goals.
QI 7.5 Demonstrates a high commitment to the needs of students.
QI 7.6 Builds trust in the Superintendent of Operation Services/COO.
QI 7.7 Empowers others.
QI 7.8 Effectively solves problems.
QI 7.9 Continuously reviews and improves practice based on performance data.
Note: Direct reports and a representative sample of principals will be interviewed.
Interviews will be conducted using the questions outlined below. The interviews will be individual phone interviews with verbatim comments and a summary report provided to the Director, Director of Education and Superintendent of Operation Services/COO. LEADERSHIP PRACTICES INTERVIEW GUIDE
Perceptions of a representative sample of Principals and all Direct Reports
- What evidence can you cite to support or refute the following:
- the Superintendent of Operational Services/COO provides clear direction?
- the Superintendent of Operational Services/COO provides effective leadership?
- the Superintendent of Operational Services/COO establishes and maintains positive, professional working relationships with staff?
- the Superintendent of Operational Services/COO unites people toward achieving the Division's goals?
- the Superintendent of Operational Services/COO demonstrates a high commitment to the needs of students?
- I trust the Superintendent of Operational Services/COO.
- the Superintendent of Operational Services/COO empowers others?
- the Superintendent of Operational Services/COO effectively solves problems?
- What does the Superintendent of Operation Services/COO, if anything, do that helps you do your job?
- What does the Superintendent of Operational Services/COO do, if anything, that makes doing your job more difficult?
November 6, 2015
Revised May 26, 2016
Revised November 4, 2016