Our public school board needs renewal
Provincial control, budget complexity add to problems, says Shawn Menard
When I started as a school board trustee three-and-ahalf years ago, I had much hope and optimism. My view of the potential of the Ottawa-Carleton District School Board hasn’t changed, but my cynicism about how decisions are made has grown.
It may sound strange for a sitting trustee to call for renewal at the board, but it is needed, and change will only be ushered in by identifying problems truthfully and seeking solutions.
The OCDSB does some things very well, including its wide spectrum of program options for students. We have excellent front-line staff, and our investment in special education supports is top-notch. But more is needed to ensure the very best for Ottawa students. For example:
Provincial control continues to grow.
The province has usurped much of what used to be local decision-making, particularly in the areas of bargaining, procurement and budgets. The funding formula itself is a major barrier to meeting the needs of our students as needs outgrow the percentages Toronto uses to allocate funds.
Decision-making is done by “emergency.”
Too often, an issue that has been simmering for some time is brought to the board at the last minute for decision: For example, a particular school has declined in enrolment so much that something “must” be done in weeks. It leads to forced decision-making, less considered than it should be, and displays a lack of proper options analysis. This needs to end through pro-active discussions around the table.
The budget process is convoluted.
The budget comes in two parts: March ($510 million) for teaching staff, and June ($450 million) for everything else. Yet they are intrinsically linked. This was on display recently when I brought a motion to add more kindergarten teachers but the “second portion” of the budget was referenced as a potential solution with no guarantee. They should be considered together for better planning.
Serving students, parents and community should be Job #1.
The board’s job should be service to its “clients,” the surrounding community, those who pay for high quality education through taxes (this includes renters), and most importantly, students.
I was dismayed by the closures of schools last year, including the highestneed high school in Ottawa, Rideau High School. Closures occurred quickly, in a flawed provincial accommodation process (which is now under review for its flaws). Responding to delegations and those who are affected most should be our highest priority and time should be taken to get those decisions right, with all options on the table.
We need to listen to our staff.
We must recognize that students are affected every day by front-line staff. These people have huge influence over our kids’ lives. When we don’t provide needed resources, or struggle to listen to what teachers are saying, we do our kids a disservice. If our junior and senior kindergarten teachers feel overwhelmed by class sizes, we need to be responsive. If our office staff say budget cuts will increase their workloads, we need to evaluate this. If more sick leave is being taken, we shouldn’t point the finger but consider this a symptom of an underlying problem. Greater focus on working with our staff associations is paramount.
Engagement and consultation need reform.
We should strive for feedback on issues from our academic community, community associations, marginalized communities, front-line staff, parents and others. We need to insist on robust consultation which seeks difference of opinion rather than a pre-determined outcome.
Media coverage of the board, which is rare, often focuses on personality conflicts, but that is the most boring aspect of what we deal with. A trustee makes inappropriate remarks and its national news. A $1-billion budget is debated and the public is lucky to get coverage.
The reforms needed are not simple but they are achievable. Reform should be discussed during the provincial election and by the new board elected in October.