Position Description Form (PDF) - Algonquin College...Position Description Forms" or contact your...

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Position Description Form (PDF) College: Algonquin College Incumbent's Name: Position Title: Scheduling Officer Payband: G Position Code/Number (if applicable): Supervisor's Name and Title: Manager, Scheduling and Systems Support Completed by: Manager, Scheduling and Systems Support Date: May 24, 2011 Signatures: Incumbent: Date: (Indicates the incumbent has read and understood the PDF) Supervisor: Date: Supervisor's Supervisor: Date:

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Instructions for Completing the PDF 1. Read the form carefully before completing any of the sections. 2. Answer each section as completely as you can, based on the typical activities or requirements for the

position and not on exceptional or rare requirements. 3. If you have any questions, refer to the document entitled "A Guide on How to Write Support Staff

Position Description Forms" or contact your Human Resources representation for clarification. 4. Ensure the PDF is legible. 5. Responses should be straightforward and concise using simple factual statements. Position Summary Provide a concise description of the overall purpose of the position.

The incumbent is responsible for the production of conflict-free student, professor and room timetables for Part-Time Studies courses and Final Assessment Week activities. The incumbent is responsible for the collection, verification and processing of course section data in advance of each academic term so that the database supports the registration process. In carrying out this responsibility the incumbent makes decisions while reviewing the submitted data, evaluating scheduling constraints for their validity and providing alternate solutions when discrepancies and anomalies exist to Academic Managers/Chairs or Deans. The incumbent is responsible to create and generate reports from the scheduling system, track all timetable change requests in a centralized database and participate in the registration of students. The incumbent is the subject matter expert for scheduling in the College Community which aids in the ongoing success of the students and the College.

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Duties and Responsibilities Indicate as clearly as possible the significant duties and responsibilities associated with the position. Indicate the approximate percentage of time for each duty. Describe duties rather than detailed work routines.

Approximate % of time annually*

Using the scheduling software (Syllabus), coordinate and produce high quality, conflict-free student, professor, and room timetables in accordance with the Space Management, Course Scheduling and Final Assessment Week Guidelines in compliance with College space utilization targets by:

analyzing and validating the course loading data received from Academic Departments prior to scheduling.

creating the room setup in Exam Scheduler in preparation for the scheduling of Final Assessments for any given term

transferring the scheduled data from Exam Scheduler to Syllabus to ensure the scheduled data is available on student and professor timetables

scheduling of all Part-Time Studies courses based on preset day/time and week pattern, ensuring that students are scheduled in the same room every week

overseeing and deciding which transactions should be processed through the Moderated Transfer Interface (MTI) unit

ensuring the accuracy of scheduled data in the corporate Student Information Systems (SIS) by initiating daily transfers from Syllabus to SIS

analyzing and validating requests for timetable changes received from Academic Departments and deciding whether they are justified and warranted and ensuring that they are in the best interest of the students

advising students and professor of timetable changes via the WEB interface, thus ensuring a minimum of disruption at critical periods such as the start of term

identifying and reporting data transfer issues to Information Technology Services (ITS) for resolution, testing and implementing solutions

ensuring that Academic Chairs are provided with Final Assessments timetables and/or Part-Time Studies schedules for review prior to registration and the release of timetables to students

reviewing the SRR157 report on a daily basis and actioning all required timetable changes for Part-Time Studies in both Syllabus and GeneSIS

ensuring that Physical Resources are provided with final room timetables to be posted outside each classroom and lab

resolving all room size mismatch issues at the start of term

advising students when open computer labs are available for their use by producing Open Access Lab reports and posting them in all Access Centres

The incumbent provides guidance to Academic Departments Support Services Officers in using the Timetable Change and Tracking System (TCATS) and to administrative staff beyond the Registrar’s Office on Syllabus.

55%

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Oversee the accuracy of program and course data on GeneSIS by analyzing, verifying, and identifying all anomalies and coordinating solutions with the Faculties and Schools, prior to commencing the actual scheduling processes. This includes:

validating the program loading received from department and recommending alternative solutions when applicable, transferring course loading changes from GeneSIS to the scheduling software and ensuring Academic Departments and Client Service Officers are informed of these changes

25%

Responsible for validating and securing space for all room reservations and adhoc bookings in classroom and labs for the entire College Community and for external clients

5%

Responsible for actioning changes during the Curriculum Review process by verifying and processing modifications to the master curriculum data and resolving discrepancies for each level of each program (approximately 500 levels) and ensuring accuracy and completion prior to the release of the curriculum to Faculties and Schools begin course loading of term course and program data.

5%

Registration support:

Providing critical foundational support to the registration process, thereby ensuring the quality, accuracy, and timelines of student, professor and room timetables (i.e. each term approximately 15,000 F/T students, 13,000 P/T students, 1,390 professors and teachers and 307 classrooms and labs).

Identifying and analyzing whether course sections can be increased when they become full

Resolving and registering students with complex registration issues

Reviewing and ensuring accuracy for audit purposes after registration process has been completed (i.e. fees are assessed correctly and students have been given the proper course load)

2%

The incumbent is backup to post secondary Scheduling Officers. 2%

Participating in various modelling and simulation projects for the purpose of analyzing timetable quality and space needs and serving as subject matter expert (SME) for project development and testing of new scheduling software tools or the student information course loading screens.

2%

Analyzes systems and procedures by: participating in debriefing after major events, such as scheduling cycle, convocation and registration, and recommending improvements and procedural changes to Manager to effectively respond to constantly changing demands, situations, client and academic needs.

2%

Performs other related duties as required. Participates in both Spring and Fall Convocation ceremonies and post convocation follow up.

2%

* To help you estimate approximate percentages: ½ hour a day is 7% 1 hour a day is 14% 1 hour a week is 3% ½ day a week is 10% ½ day a month is 2% 1 day a month is 4% 1 week a year is 2%

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1. Education A. Check the box that best describes the minimum level of formal education that is required for the

position and specify the field(s) of study. Do not include on-the-job training in this information. □ Up to High School or □ 1 year certificate or □ 2 year diploma or

Equivalent equivalent equivalent □ Trade certification or X 3 year diploma / degree □ 3 year diploma / degree plus

equivalent or equivalent professional certification or equivalent □ 4 year degree or □ Post graduate degree □ Doctoral degree or

equivalent (e.g. Masters) or equivalent equivalent Field(s) of Study:

Business preferred

B. Check the box that best describes the requirement for specific course(s), certification, qualification,

formal training or accreditation in addition to and not part of the education level noted above and in the space provided specify the additional requirement(s). Include only the requirement that would typically be included in the job posting and would be acquired prior to the commencement of the position. Do not include courses that are needed to maintain a professional designation.

X No additional requirements

□ Additional requirements obtained by course(s) of a total of 100 hours or less

□ Additional requirements obtained by course(s) of a total between 101 and 520 hours

□ Additional requirements obtained by course(s) of a total of more than 520 hours

2. Experience Experience refers to the minimum time required in prior position(s) to understand how to apply the techniques, methods and practices necessary to perform this job. This experience may be less than experience possessed by the incumbent, as it refers only to the minimum level required on the first day of work. Check the box that best captures the typical number of year of experience, in addition to the necessary education level, required to perform the responsibilities of the position and, in the space provided, describe the type of experience. Include any experience that is part of a certification process, but only if the work

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experience or on-the-job training occurs after the conclusion of the educational course or program.

□ Less than one (1) year

□ Minimum of one (1) year

□ Minimum of two (2) years

□ Minimum of three (3) years

X Minimum of five (5) years

Senior Clerical experience and able to multi task under pressure

Strong problem solving skills

Microsoft Word, Access and Excel

Knowledge of a student information system is necessary

□ Minimum of eight (8) years

3. Analysis and Problem Solving This section relates to the application of analysis and judgement within the scope of the position. The following charts help to define the level of complexity involved in the analysis or identification of situations, information or problems, the steps taken to develop options, solutions or other actions and the judgement required to do so. Please provide up to three (3) examples of analysis and problem solving that are regular and recurring and, if present in the position, up to two (2) examples that occur occasionally:

#1 regular & recurring

Key issue or problem encountered Incomplete and/or incorrect course loading information

How is it identified?

By conducting a rigorous analysis of the Part-Time Studies and Final Assessment course loading provided against the approved curriculum program for the program level.

Is further investigation required to define the situation and/or problem? If so, describe.

Validate what was loaded on the student information system against what was loaded in Syllabus for Final Assessment requests

Ensure that all loading was completed and submitted by Part-Time Studies

Research with Academic Departments the reasons why omissions were made or inconsistent course loading data was submitted

Confirm that approval from the Vice-President, Academic is granted before implementing new changes to curriculum where applicable

Explain the analysis used to determine a solution(s) for the situation and/or problem.

Oversee that all courses or final assessments are loaded for all program levels

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Validate that sufficient seats are allocated in all final assessment requests in accordance with the numbered of registered students

Validate and approve that program, course or professor constraints loaded are in accordance with the Space Management and Course Scheduling and Final Assessment Week Guidelines

What sources are available to assist the incumbent finding solution(s)? (eg. past practices, established standards or guidelines).

Various Curriculum Reports

Established course loading guidelines and practices

Space Management, Course Scheduling and Final Assessment Week Guidelines

Approved Faculty Collective Agreement

Analyze and identify issues with appropriate level of management, Manager, Scheduling and Systems Support, Coordinator, Curriculum Review, Academic Departments or from Vice-President, Academic’s Office


Key issue or problem encountered. Conflict identified on scheduling software


Unable to schedule the activity on the scheduling software as space is not available at the requested day/time indicated by the Academic Department


Analyze and research this complex situation for accuracy of constraint and determine if the issue was submitted on the course loading.

Communicate with Academic Departments to report the issues/problems and recommend a solution


Determine if constraint is valid based on policies and recommend changing or removing the constraint

Determine if constraint is a soft constraint and can be removed without academic approval

Investigate if the course could be delivered at a different time based on student/professor availability and communicate finding to Academic Departments for approval

Research if similar classroom is available

Identify alternative suitable classroom


Space Management, Course Scheduling, Final Assessment Week and Facilities and Room Booking Guidelines

Established scheduling and room booking guidelines and practices

Experience of Scheduling Officers

Past Practices and experience of Scheduling Officers

Manager

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Key issue or problem encountered Classroom is double booked

How is it identified? Client calls indicating that his/her assigned classroom is occupied by another professor and group of students


Verify what scheduled information is recorded on the scheduling software and the student information system

Investigate who his currently in the specified classroom and why

Investigate if the room is occupied by an unauthorized client

Investigate if the conflict stems from a scheduling anomaly or someone taking over the classroom


Resolve conflict by recommending solutions to scheduled professor

Research space availability to move the client to a different room

Move unscheduled client to a new room, if none, recommend different options available to him/her


Space Management Course Scheduling, Final Assessment Week and Facilities and Room Booking Guidelines

Established booking guidelines and practices

Past practices and experience of Scheduling Officer

Scheduling Team

Manager

#1 occasional

Key issue or problem encountered

Final Assessments have been loaded in GeneSIS but not reflected on Syllabus when the course loading took place or vice-versa


Comparing what is loaded in Exam Scheduler versus what is loaded Syllabus for any given term


Investigate what was loaded on the student information system against what is appearing in Syllabus Communicate with Coordinator, Academic Departments to review loading issues and seek confirmation from them that final assessment requests are needed

Investigate with Academic Departments the reasons why omissions were made or inconsistent course loading data was submitted

Ensure that approval from the Coordinator or Professor- is granted before scheduling the final assessment

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Verify both Exam Scheduler and Syllabus for consistency in final assessment request

Ensure all requests are valid


Various Syllabus Reports

Established course loading guidelines and practices

Space Management and Final Assessment Week Scheduling Guidelines

Past Scheduling Experience

Scheduling Team

Academic Departments ,Manager Coordinator, Curriculum Review, or from Vice-President, Academic’s Office

4. Planning/Coordinating Planning is a proactive activity as the incumbent must develop in advance a method of acting or proceeding, while coordinating can be more reactive in nature. Using the following charts, provide up to three (3) examples of planning and/or coordinating that are regular and recurring and, if present in the position, up to two (2) examples that occur occasionally:


List the project and the role of the incumbent in this activity.

Incumbent transfers the scheduled data from Exam Scheduler to Syllabus

What are the organizational and/or project management skills needed to bring together and integrate this activity?

Organizational, Analytical and Problem Solving skills in order to complete the task by solving any conflicts created between the two systems

Proven planning skills and excellent decision-making abilities to coordinate his/her daily workload around additional tasks assigned and ensuring all deadlines are met

Communication skills as the incumbent must communicate findings and limitations, if any, to Academic Departments

The incumbent coordinates with other Scheduling Officers to ensure all possibilities have been considered and that they know what is planned which could potentially impact their work

Attention to detail, sound judgement and interpersonal are all essential skills required.

List the types of resources required to complete this task, project or activity.

Course Loading Reports

Exam Loading Reports

Student Information System

Scheduling Team, Academic Departments

Past Practices and experience of Scheduling Officer

How is/are deadline(s) determined?

Deadline are determined by the Manager, Scheduling and Systems Support

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Who determines if changes to the project or activity are required? And who determines whether these changes have an impact on others? Please provide concrete examples.

The incumbent determines the timeslot where the final assessment will be re-scheduled

The incumbent determines if sufficient numbers where provided based on registered students and will automatically adjust the exam size to reflect the total number of registered students

Further investigations result in additional Information coming to light, which requires negotiations and consultation with departments which allows for resolution of the issue

Manager as appropriate

#2 regular and recurring


Outside Room Booking Requests – Incumbent works with Conference Services and the client by providing scheduling advice and support by identifying suitable rooms based on request, suitability of rooms, capacity and limitations if any


Must have excellent organizational, analytical and problem solving skills in order to complete the task by deciphering the requirements and ensuring it complies with policies and procedures, sometimes relocating scheduled activities to other locations to accommodate the request and communicating changes to all parties concerned

Must have excellent planning skills and decision-making abilities to coordinate his/her daily workload around additional tasks assigned and ensuring all deadlines are met

Must have excellent communication skills as the incumbent must communicate findings and limitations, if any, to all clients

The incumbent coordinates with other Scheduling Officers to ensure all possibilities have been considered and that they know what is planned which could potentially impact their work


Scheduling Team

Conference Services

Physical Resources

Outside Client


Facilities and Room Booking Guideline


The incumbent along with Conference Services and the client determines the deadline for completing the task

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The client determines if changes to the booking request are required

The incumbent determines whether this booking request will impede or compromise the regular College line of business, and if yes, the incumbent has the authority to deny the booking request

The incumbent notifies the Manager, Scheduling and Systems Support of any issues preventing him/her to complete the task

#1 occasional


Simulation Scheduling Scenarios – The incumbent participates along with other Scheduling Officers


Organizational, analytical and problem solving skills in order to identify innovative scheduling approach

Multi-task under pressure and in stressful situations as this type of project is usually done in conjunction with current workload. Could potentially be required to work simultaneously with 4 academic term of scheduling data, each term having over 10,000 activities

Interpret and comprehend complex policies and procedures in order to apply them to the scheduling software

Initiative to work both independently and also collaboratively as part of a team

Communication skills as the incumbent must communicate findings to the Manager, Scheduling and Systems Support and Chairs/Deans in Academic Departments


Course Loading Reports

Scheduling Team

College Space and Infrastructure Committee (CSIC)

President Executive Committee (PEC)

Academic Departments



The target date is determined by PEC and CSIC in conjunction with the Manager, Scheduling and Systems Support


PEC and CSIC in conjunction with the Manager, Scheduling and Systems Support determines if changes to the project are required

The incumbent determines whether these changes have an impact on other College business, and if yes, the incumbent communicates findings to the Manager, Scheduling and Systems Support

The incumbent notifies the Manager, Scheduling and Systems Support of any issues preventing him/her to complete the task

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#2 occasional


Implementation of new scheduling software/technology – The incumbent participates along with other Scheduling Officers


Organizational, analytical and problem solving skills in order to identify innovative scheduling approach

Multi-task under pressure and in stressful situations as this type of project is usually done in conjunction with current workload. Could potentially be required to work simultaneously with 4 academic term of scheduling data, each term having over 10,000 activities

Interpret and comprehend complex policies and procedures in order to apply them to the scheduling software

Initiative to work both independently and also collaboratively as part of a team


Scheduling Team

Information Technology Services



The target date is determined by Information Technology Services (ITS) in conjunction with the Manager, Scheduling and Systems Support


Changes to the project and impact they have on others are determined by the Manager, Scheduling and Systems Support in conjunction with Information Technology Services (ITS)

5. Guiding/Advising Others This section describes the assigned responsibility of the position to guide or advise others (e.g. other employees, students). Focus on the actions taken (rather than the communication skills) that directly assist others in the performance of their work or skill development. Though Support Staff cannot formally "supervise" others, there may be a requirement to guide others using the incumbent's job expertise. This is beyond being helpful and providing ad hoc advice. It must be an assigned responsibility and must assist or enable others to be able to complete their own tasks. Check the box(es) that best describe the level of responsibility assigned to the position and provide an example(s) to support the selection, including the positions that the incumbent guides or advises.

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Regular & Recurring

Occasional Level Example

□ Minimal requirement to guide/advise others. The incumbent may be required to explain procedures to other employees or students.

X □ There is a need for the incumbent to demonstrate correct processes/ procedures to others so that they can complete specific tasks.

The incumbent is required to guide Academic Departments with course loading information and scheduling outcomes.

The incumbent is responsible to advise the Client Service Officers what correct groups and sections should be used when problems arise during registration in order to ensure the best possible timetable for the student.

The incumbent is responsible to ensure that the academic departments have correctly loaded the breakdown of the courses on the Student Information System to ensure the students exams are scheduled correctly.

X □ The incumbent recommends a course of action or makes decisions so that others can perform their day-to-day activities.

The incumbent is responsible for reviewing course loading data and recommending solutions to Academic Departments

□ □ The incumbent is an active participant and has ongoing involvement in the progress of others with whom he/she has the responsibility to demonstrate correct processes/procedures or provide direction.

□ □ The incumbent is responsible for allocating tasks to others and recommending a course of action or making necessary decisions to ensure the tasks are completed.

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6. Independence of Action Please illustrate the type of independence or autonomy exercised in the position. Consideration is to be given to the degree of freedom and constraints that define the parameters in which the incumbent works.

What are the instructions that are typically required or provided at the beginning of a work assignment?

Regular and Recurring Occasional (if none, please strike out this section)

Day to day activity/work is performed independently following established operational procedures, guidelines, set timelines and past practices

Incumbent consults with Manager if instructions are needed to complete unfamiliar tasks

Verbal or written instructions with procedures are provided for new or special projects.

What rules, procedures, past practices or guidelines are available to guide the incumbent?

Regular and Recurring

Ministry issued guidelines

College calendars and catalogues

Departmental policies and procedures

Operational/procedure manuals

Space Management, Course Scheduling, Final Assessment Week and Facilities and Room Booking Guidelines

College Directives

Faculty Collective Agreement

Past practices are followed as a guidelines during typical work assignments

How is work reviewed or verified (e.g. feedback from others, work processes, Supervisor)?

Regular and Recurring Occasional

Day-to-day work is reviewed by incumbent

Much of the scheduling information is verified by constraints, checks and balances incorporated in the scheduling software

Reports are run from our student information system and reviewed by the incumbent to verify the accuracy of the course loading information provided by Academic Departments

Periodic checks for accuracy and completeness of tasks is conducted by the Manager, Scheduling and Systems Support

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Describe the type of decisions the incumbent will make in consultation with someone else other than the Supervisor?


Incumbent works with minimum supervision and makes decisions within the scope of the position’s expertise

Will contact Academic Departments to gather more information to determine if the recommended solution can be actioned

Will contact Information Technology Service for any service disruption, server connectivity and transfer of data failures

Will contact Physical Resources for setup of large rooms during exam week and with reported maintenance requirements in classrooms/labs

Conference Services for External Bookings Physical Resources for Room Inventory issues

Describe the type of decisions that would be decided in consultation with the Supervisor.


Removing legitimate scheduling constraints

Cancelling scheduled activities verbally submitted to our office

Changes to established operational procedures, guidelines, policies and scheduling methodology

Changes to course loading and scheduling timeline

Difficulty meeting deadlines and setting work priorities

Complex outside room bookings Room inventory changes

Describe the type of decisions that would be decided by the incumbent.

Regular and Recurring

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The incumbent is required to research, analyze and amend all course loading data provided by academic departments. In doing this analysis, the incumbent ensures the loading complies with program curriculum and policies, that the course load for students are adhered to and that all courses provide enough seats based on the program reg max or projections. If the course loading does not comply with the policies the incumbent is required to make the appropriate changes. If not enough seats are provided the incumbent is required to increase the course sections accordingly and provide recommendation to the appropriate Chair for approval. The incumbent is required to correct all course loading omissions on the student information system prior to scheduling.

Changes to course formats impact the fee students have to pay. The incumbent corrects these anomalies and reports finding to the Fees Officer so not to negatively impact the College Audit.

The incumbent reviews, analyzes, and subsequently approves or rejects constraints provided with the course loading. These constraints are either associated to faculty, courses or programs.

The incumbent ensures that timetables comply with the faculty collective agreement and the student scheduling policy. Failing to do so has enormous repercussion for academic departments and the College.

The incumbent decides if timetable changes submitted by academic departments will be actioned or rejected. This is achieved by analyzing and validating the requests. The incumbent decides if course sections can be increased or decreased and if scheduled classrooms can be changed.

7. Service Delivery This section looks at the service relationship that is an assigned requirement of the position. It considers the required manner in which the position delivers service to customers. It is not intended to examine the incumbent's interpersonal relationship with those customers and the normal anticipation of what customers want and then supplying it efficiently. It considers how the request for service is received and the degree to which the position is required to design and fulfil the service requirement. A "customer" is defined in the broadest sense as a person or groups of people and can be internal or external to the College. In the table below, list the key service(s) and its associated customers. Describe how the request for service is received by the incumbent, how the service is carried out and the frequency.

Information on the service Customer Frequency (D, W, M. I)*

How is it received? How is it carried out?

Academic Departments hand-delivers course loading reports to the incumbent

Incumbent reviews report to ensure course loading is accurate based on curriculum, normative hours versus delivered hours, start/end dates and that numbers matches REG MAX or projections

Academic Managers, Coordinators, or Course Loaders, Chairs or Deans

D or W at peak

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Incumbent must determine what needs to be changed and if it can be actioned without seeking approval or if he/she must seek approval from the Chair, Dean or Vice-President, Academic Office. All changes are made in the student information system by the incumbent

Group Loading reports are reviewed by Academic Departments and hand delivered to the incumbent

Changes made to group loading reports are actioned on the student information system by the incumbent. New reports are printed and sent to Academic Departments


D or W at peak

Coordinator, Curriculum and Reporting submits the curriculum reports to the incumbent for processing

Implement changes identified on curriculum reports on the student information system and activates the program of study

Curriculum Review Coordinator, Vice-President Academic Office

D at peak

Group and Professor Timetables are hand delivered to Academic Departments

Room timetables are delivered to Physical Resources Professor timetables are provided to OPSEU

Incumbent produces conflict free, groups, professors and rooms timetables using set policies and procedures for all active program levels for each academic term


Physical Resources

OPSEU

D or W

At peak

I

I

Timetable changes are either hand delivered on paper, via electronic mail or using the Timetable Change and Tracking System (TCATS) by Academic Department

Incumbent actions timetable changes on the scheduling software, tracks the change in TCATS and communicates changed information to Academic Departments via email and informs students and professor using the WEB notification service


Students and Professor

D

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Room booking requests are submitted either via email, phone call, using the room booking web form or walk-ins

Using the scheduling software the incumbent books a room(s) at the requested day/time and communicates the finding to the client

College community

Outside client via Conference Services

W at peak

Requests to increase and/or decrease course sections are received be telephone or via email

Incumbent verifies with Academic Managers if it can be increased, verifies if room is big enough to accommodate more students, sometimes, moves the activity to a different location to accommodate increase, increases the course section and informs Client Service Officers

Academic Managers,

Client Service Officers

D at peak

Unsupervised Labs received by departments

Using the scheduling software, schedule Unsupervised Labs to ensure proper room utilization.

Academic Department

D at peak

Open Lab Access Report Using the scheduling software, produce open access lab report to advise students to use computer labs when not used by scheduled courses

Students I

* D = Daily W = Weekly M = Monthly I = Infrequently 8. Communication In the table below indicate the type of communication skills required to deal effectively with others. Be sure to list both verbal (e.g. exchanging information, formal presentations) and written (e.g. initiate memos, reports, proposals) in the section(s) that best describes the method of communication.

Communication Skill/Method Example Audience Frequency (D, W, M ,I)*

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Exchanging routine information, extending common courtesy

Discussion regarding master term data and scheduling issues, timetabling and bookings, communicating room inventory refinements and scheduling timeline, seeking approval for course loading, organizing meeting, communication is done either verbally or in writing

Staff in Academic Departments, co-workers, Information Technology Services, Physical Resources and Registrar’s Office Managers and staff

D at peak

and W

Explanation and interpretation of information or ideas

Interprets master term data requirements, resolves scheduling constraints and conflicts, interprets scheduling and college policies and applies them to the scheduling engine

Staff in Academic Departments, co-workers and Registrar’s Office Managers and staff

D at peak

and W

Imparting technical information and advice

Provides course loading guidance and best approach on loading data on our student information system

Course Loaders

Staff in the Registrar’s Office

D at peak

Documenting and reporting any problems with the scheduling software or the student information system, referring issues to the Manager, Scheduling and Systems Support

Information Technology Systems (ITS)

W at peak

Instructing or training

Provides training on the Timetable Change and Tracking System (TCATS)

Provides guidance and expertise in course loading

Provides training on our scheduling software

Course Loaders

Course Loaders

Support Staff

I

D at peak

I

Obtaining cooperation or consent

Seeks approval from Academic Departments to utilize dedicated space for other departments

Staff in Academic Departments

D at peak

Negotiating

Scheduling Issues and Constraints


D at peak or W

* D = Daily W = Weekly M = Monthly I = Infrequently 9. Physical Effort In the tables below, describe the type of physical activity that is required on a regular basis. Please

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indicate the activity as well as the frequency, the average duration of each activity and whether there is the ability to reduce any strain by changing positions or performing another activity. Activities to be considered are sitting, standing, walking, climbing, crouching, lifting and/or carrying light, medium or heavy objects, pushing, pulling, working in an awkward position or maintaining one position for a long period.

Physical Activity Frequency (D, W, M, I)*

Duration Ability to reduce strain

< 1 hr at a time

1 - 2 hrs at a time

> 2 hrs at a time

Yes No N/A

Sitting at the desk/prolonged sitting

D X X

Walking D X X

* D = Daily W = Weekly M = Monthly I = Infrequently If lifting is required, please indicate the weights below and provide examples.

□ Light (up to 5 kg or 11 lbs)

□ Medium (between 5 to 20 kg or 11 to 44 lbs)

□ Heavy (over 20 kg or 44 lbs)

10. Audio Visual Effort Describe the degree of attention or focus required to perform tasks taking into consideration:

- the audio/visual effort and the focus or concentration needed to perform a task and the duration of the task, including breaks (eg. up to 2 hours at one time including scheduled breaks)

- impact on attention or focus due to changes to deadlines or priorities - the need for the incumbent to switch attention between tasks (eg. multi-tasking where each task

requires focus or concentration) - whether the level of concentration can be maintained throughout the task or is broken due to the

number of disruptions Provide up to three (3) examples of activities that require a higher than usual need for focus and concentration.

Activity #1 Frequency (D, W, M, I)*

Average Duration

Short < 30 mins Long up to 2 hrs Extended > 2 hrs

Concentration and close attention to detail when producing academic term timetables and exam timetables

D at peak X

Can concentration or focus be maintained throughout the duration of the activity? If not, why? X Usually □ No


Average Duration


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Concentration and close attention to detail when resolving program, data and scheduling conflicts

D X



Average Duration


Concentration and close attention to details as incumbent must work with up to 4 academic term of scheduling data simultaneously

D X


* D = Daily W = Weekly M = Monthly I = Infrequently 11. Working Environment Please check the appropriate box(es) that best describes the work environment and the corresponding frequency and provide an example of the condition.

Working Conditions Examples Frequency (D, W, M, I)*

X acceptable working conditions (minimal exposure to the conditions listed below)

Standard open concept office environment with heavy academic traffic and adjacent conversation resulting in considerable noise levels

D at peak

accessing crawl spaces/confined spaces

dealing with abusive people

dealing with abusive people who pose a threat of physical harm

difficult weather conditions

exposure to extreme weather conditions

exposure to very high or low temperatures (e.g. freezers)

handling hazardous substances

smelly, dirty or noisy environment

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travel

working in isolated or crowded situations

other (explain)

* D = Daily M = Monthly W = Weekly I = Infrequently

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