open meeting of the board of education of school district ... · 9/26/2017 · open meeting of the...

Open Meeting of the Board of Education ofSchool District No. 27 (Cariboo-Chilcotin)

AGENDA

Tuesday, September 26, 20176:30 pmBoard Room

1. Opening By Chair

1.1 Call to Order and Acknowledgement of Meeting Held on Traditional Secwepemc(Shuswap) Territory

1.2 Approval of Agenda

Recommended MotionTHAT the agenda of the regular open meeting of the Board of Education be adoptedas circulated.

2. Public Participation (Section 1)

2.1 Public Input/Comment on Items ON the Agenda

How and when does public address the Board of Education?

Items ON the Agenda:

At the start of the agenda, the Board allows for a period of not more than 30minutes total for public to address the Board (max 5 minutes each).

1.

Address the Board Chair with COMMENTS only regarding items ON theagenda. The Board Chair will not enter into dialogue with the public as theBoard has not debated the issue yet. Public comments will be consideredwhen the Board addresses and debates the issue later in the agenda.

2.

To be placed on the speakers' list, public members MUST fill out a card andidentify themselves to the Secretary Treasurer PRIOR to the opening of themeeting.

3.

Items NOT on the Agenda

There is a QUESTION period at the END of the agenda for items NOT on theagenda. Cards are not required. There is a 15 minute maximum time allotmentfor all to speak.

1.

Address the Board Chair. Other than answering simple questions of fact, theBoard Chair will not normally act upon any concern or request brought forwardat the same meeting.

2.

Members of the Board will not enter into debate with members of the audience.3.

3. Consent Agenda

All items that are deemed to be non-controversial (such as the approval of previous minutes,motions to receive reports, proposals to change the agenda or add late items or motions toit, and other routine business) may be grouped together under "Consent Agenda."

At the request of any member, an item may be removed from the Consent Agenda forseparate consideration.

After the Chair gives the opportunity to remove any items, the Chair shall take one vote onthe items remaining on the Consent Agenda, and shall then proceed with the items (if any)that were removed from it for separate consideration.

Recommended MotionTHAT the Board of Education adopts and receives all items listed on the Consent Agenda [,with the exception of items (list by number)].

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3.1 Items for Approval

3.1.1 Adoption of Minutes

Recommended MotionTHAT the minutes of the regular open meeting of the Board of Education,dated 2017.06.27, be adopted as circulated.

3.1.2 Correspondence Report

Recommended MotionTHAT the Board of Education receive the correspondence as listed in theOpen Correspondence Report dated 12 September 2017.

3.1.3 Cyclic Policy Review

3.1.3.1 Policy 1315 Naming Facilities

Board policy is required to align with the Province of BC'sNaming Facilities Policy. Therefore, this policy requires furtherreview.

Recommended MotionTHAT the Board of Education direct District Staff to bring forwardrecommended changes to Policy 1315 Naming Facilities, to alignwith the Province of BC, Naming Privileges Policy.

3.1.3.2 Policy 4114 Blood Borne Pathogens

This policy was written in consultation with the Interior HealthAuthority. District Staff is not recommending any changes at thistime.

Recommended MotionTHAT the Board of Education, with the recommendation ofDistrict Staff, confirm, as is, Policy 4114 Blood Borne Pathogens.

3.1.3.3 Policy 6130 Alternate Delivery - Curriculum

With the Ministry of Education's introduction to new curriculum,language in this policy will require further review.

Recommended MotionTHAT the Board of Education direct District Staff to bring forwardrecommendations to revise Policy 6130 Alternate Delivery -Curriculum, to reflect new curriculum implementation.

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3.2 Items for Information

3.2.1 Closed Meeting Report 2017.06.27 and 2017.08.16

3.2.2 Calendar of Events

3.2.2.1 Upcoming Meetings and Conferences List - 2017.10

3.2.2.2 Public Consultation - Cataline Elementary Bus Loop

Public Consultation regarding changes to traffic flow aroundCataline Elementary School will be as follows:

10 October 2017, 6:30 pm, Cataline Elementary: Open housefor members of the public and staff to see the initial proposedplans. Clarifying questions may be asked. This is aninformational session only. Feedback on the proposal will occurat the 07 November session.

07 November 2017, 6:30 pm: Public consultation process forstaff and public to provide feedback and input on the proposal orsuggest other ideas.

3.2.3 Outstanding Motions and Directions Report - 2017.06.27

3.2.4 Superintendent of Schools Report

The Superintendent's Report contains for following topics:

Wildfire Report1.

Student Enrolment2.

International Education3.

Selection of Rocky Mountain Ranger4.

Meetings Attended and Future5.

3.2.5 Secretary Treasurer Report

The Secretary Treasurer's report includes the following topics:

IT Department Update2.

Facilities Department Update3.

2017 Wildfire Update4.

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3.2.6 BCSTA Provincial Council Update Report

Deadline for motions is 2017.09.22

3.2.7 Trustee Honorariums

Trustees may have noticed that July and August honorariums were notadjusted and therefore trustees were underpaid. This should be rectified onthe end of the month payment. District Staff apologizes for this over-sight.

4. Action Items

4.1 Finance

4.1.1 2016-2017 Audited Financial Statements

The Secretary Treasurer will present the 2016-2017 Audited FinancialStatements.

Recommended MotionTHAT the Board of Education receive the 2016-2017 Audited FinancialStatements and submit the Statements to the Ministry of Education, aspresented.

4.1.2 Unexpended Funds Targeted Dollars - First Nations

Pursuant to section 106.4(2) of the School Act, the Board of Education ofSchool District No. 27 (Cariboo-Chilcotin) may formally request to under-spend its 2016-2017 school year Aboriginal Education target. These fundswould be brought forward and added to the 2017-2018 school yearAboriginal Education targeted amount to be expended on Aboriginaleducation programs.

As in previous years, finding qualified personnel for FN Language programsand TTOC purposes remains a challenge.

Recommended MotionTHAT the Board of Education request that the Minister of Education grantpermission for the Board of Education to underspend 2016-2017 AboriginalTarget funding of up to $130,798.

4.1.3 Ministry of Education Finance Audit of SD27

The Ministry of Education's audit of SD27 has been finalized and is nowavailable to the Board of Education and public. The Report was followedwith an Action Plan Progress Report that was required to be completed by20 July 2017, and is attached for the Board's information.

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Recommended MotionTHAT the Board of Education receive the Ministry Finance Review ofCariboo-Chilcotin School District and direct District Staff to work towards thecompletion of the actionable items as listed in the SD27 - Action PlanProgress Report and report back to the Board of Education from time totime.

4.2 2017 Wildfire Issues

The Board Chair will present information regarding the processes used in thenotification of wildfire statuses.

5. Information

5.1 Framework for Enhancing Student Learning

The Superintendent, together with the Directors of Instruction, will present the workcurrently underway which focusses on the Framework for Enhanced StudentLearning. The Framework for Enhanced Student Learning formally aligns theMinistry with school districts and other stakeholders, to improve school district andschool planning and reporting requirements of boards of education for enhancingstudent learning.


6.1 Public Questions Regarding Items NOT On the Agenda

7. Adjournment

Recommended MotionTHAT the Board of Education adjourn the meeting at ___pm.

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PUBLIC

Open Board Meeting of the Board of Education School District No. 27 (Cariboo-Chilcotin)

MINUTES Tuesday, June 27, 2017Board Room Trustees Present Tanya Guenther, Chair

Christine Dyment, Vice-Chair Bruce Batiste, Trustee Sheila Boehm, Trustee Willow Macdonald, Trustee Linda Martens, Trustee Brice O'Neill, Trustee

Staff Present Mark Wintjes, Superintendent of Schools

Kevin Futcher, Secretary Treasurer Connee Newberry, Executive Assistant

Guests Directors Taylor and Seibert-Dubray

Members of the public 1. Opening By Chair

1.1 Call to Order and Acknowledgement of Meeting Held on Traditional Secwepemc (Shuswap) Territory The Chair called the meeting to order at 6:40 pm and acknowledged that the meeting was being held on traditional Secwepemc (Shuswap) territory.

1.2 Approval of Agenda

O2017.06.27-01 It was duly moved and seconded: THAT the agenda of the regular open meeting of the Board of Education be adopted as circulated.

CARRIED

2. Public Participation (Section 1) 2.1 Public Input/Comment on Items ON the Agenda - none

3. Consent Agenda

The Chair gave opportunity for items to be removed from the Consent Agenda for separate consideration. O2017.06.27-02 It was duly moved and seconded: THAT the Board of Education adopts and receives all items listed on the Consent Agenda: 3.1 Items for Approval

3.1.1 Adoption of Minutes THAT the minutes of the regular open meeting of the Board of Education, dated 30 May 2017, be adopted as circulated.

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Open Meeting Minutes 2017.06.27 Board of Education of School District No. 27 (Cariboo-Chilcotin)

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3.1.2 Correspondence Report THAT the Board of Education receive the correspondence as listed in the Open Correspondence Report dated 14 June 2017.

3.1.3 Policy Review

3.1.3.1 Policy 1312 Complaints (Other Than Child Abuse) Against Staff or Volunteers

THAT the Board of Education confirm Policy 1312 Complaints (Other Than Child Abuse) Against Staff or Volunteers.

3.1.3.2 Policy 4112 Whistleblower Protection

THAT the Board of Education direct the Secretary Treasurer to review Policy 4112 Whistleblower Protection in regard to the implementation of the policy.

3.1.3.3 Policy 6121 Equivalency

THAT the Board of Education confirm Policy 6121 Equivalency.

3.2 Items for Information

3.2.1 Closed Meeting Report 2017.05.23 and 2017.05.30 3.2.2 Outstanding Motions and Directions Report 2017.05.30 3.2.3 Superintendent of Schools Report

The Superintendent's Report contained for following topics: 1. Superintendent's Education Liaison Committee Minutes

2017.06.07 2. International Education 3. Rocky Mountain Rangers 4. Traditional First Nations Luncheons 5. Graduation Ceremonies 6. Meetings Attended

3.2.4 Governance Committee Minutes 2017.06.13 3.2.5 First Nations Education Committee Minutes 2017.04.10 and

2017.05.08 3.2.6 BCSTA Provincial Council Update Report

Provincial Council motions must be submitted prior to September 22. If trustees have any topics to bring forward to the Provincial Council, motions and rationale must be prepared by the trustee and presented at this Board meeting.

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3.2.7 Other Trustee Liaison/Representative Meeting Reports 1. Trustee Dyment Report - Meetings and Events Attended 2. Trustee Guenther Report - Meetings and Events Attended

3.2.8 Policies Deferred

To allow further review by District Staff, Policy 1240 Volunteers in Schools and New policy regarding School Plans are deferred to the next meeting of the Board.

CARRIED Unanimously

4. Action Items 4.1 Upcoming Meetings and Conferences List

The Board Chair provided information regarding the scheduling of the 2017-2018 proposed calendar of meetings and events. O2017.06.27-03 It was duly moved and seconded: THAT the Board of Education approve the preliminary trustee meeting and event calendar for the 2017-2018 School Year.

CARRIED Unanimously

4.2 Policy 4.2.1 Policy 1210 Parents' Advisory Councils

O2017.06.27-04 It was duly moved and seconded: THAT the Board of Education, approves in principle, revisions to Policy 1210 Parents' Advisory Councils, and that input be solicited via the Governance Committee and for public via the District's website, prior to final approval.

CARRIED Unanimously

4.2.2 Policy 5145 Protection of Students and Maintenance of Order O2017.06.27-05 It was duly moved and seconded: THAT the Board of Education, approves in principle, revisions to Policy 5145 Protection of Students and Maintenance of Order, and that input be solicited via the Governance Committee and for public via the District's website, prior to final approval.

CARRIED Unanimously

4.2.3 Policy 1161 Trustee Remuneration and Expenses O2017.06.27-06 It was duly moved and seconded: THAT the Board of Education temporarily suspend parts of Policy 1161 Trustee Remuneration (as per draft version), reinstating base remuneration amounts to those just prior to February 2017 and removing extra remuneration paid for the attendance of meetings, with the exception of attending Board approved out of District meetings or conferences of the Ministry, BCSTA, and BCPSEA.

CARRIED Unanimously

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O2017.06.27-07 It was duly moved and seconded: THAT the Board of Education direct the Secretary Treasurer to review Policy 1161 Trustee Remuneration and recommend revisions to the Board that support fair, equitable and transparent remuneration for trustees.

CARRIED Unanimously

4.3 Finance 4.3.1 Multi Function Devices (Photocopiers)

The Secretary Treasurer provided background information regarding the tendering process for multi function devices. O2017.06.27-08 It was duly moved and seconded: THAT the Board of Education award the Multi-Function Device tender for leasing MFD's for School District purposes to Quality Office Solutions, in the amount of approximately $550,000, over a five year period.

CARRIED Unanimously

4.3.2 2017-2018 Preliminary Budget The Secretary Treasurer will present recommended changes to the Preliminary Budget Bylaw that has resulted in the total budget bylaw amount to be reduced from $63,425,182 to $62,991,786. O2017.06.27-09 It was duly moved and seconded: THAT School District No. 27 (Cariboo-Chilcotin) Preliminary Annual Budget Bylaw for fiscal year 2017-2018 in the amount of $62,991,786 be read a third time, passed and adopted this 27th day of June 2017.

CARRIED Unanimously

4.3.3 2016-2017 Audit Planning Report The Secretary Treasurer provided 2016-2017 preliminary audit planning. O2017.06.27-10 It was duly moved and seconded: That the Board of Education submit its response to School No. 27 Auditor's questionnaire regarding the Board's business understanding for 2016-2017, as presented.

CARRIED Unanimously

4.4 Enforcing School Catchment Areas Trustee Martens provided information regarding catchment areas regarding the increase of classrooms required and the housing of the French Immersion programs and the priority of enrolment. What are the capacities level.

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By consensus the Board moved into an informal a Committee of the Whole session.

What is capacity of 100 Mile House Elementary School now? District Staff responded that there could eventually be a concern regarding capacities and that District Staff is monitoring the situation


5.1 Public Questions Regarding Items NOT On the Agenda - none 6. Adjournment

O2017.06.27-11 It was duly moved and seconded: THAT the Board of Education adjourn the meeting at 7:42 pm.

CARRIED Unanimously

________________________________ ________________________________ Kevin Futcher Secretary Treasurer

Tanya Guenther Chair

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School District No. 27 (Cariboo-Chilcotin)BOARD CORRESPONDENCE - OPEN

Tuesday, September 12, 2017

1. Correspondence TO the Board of Education

1.1 2017.07.05 PSO Invite to Awards

1.2 2017.09.12: 2017.08.28 Ombudsperson Quarterly Report

1.3 2017.09.12: 2017.07.19 BCSTA Membership Dues

2. Correspondence FROM the Board of Education

3. Correspondence COPIED to the Board of Education

1. 2017-07-18 MBaxter SD23, to MoE RFleming re -- Congratulations and Invitation

2. 2017-07-19 TLust SD52, to Minister RFleming re-- Classroom Enhancement Fund

3. 2017-07-19 TLust SD52, to Minister RFleming re-- Mental health services

4. 2017-07-19 TLust SD52, to Minister RFleming re-- PRMS Visit V2

5. 2017-07-26 17 HSuttie SD8, to Govt RFleming re--$10 daycare

6. The Right Honourable Justin Trudeau RE: A National Statutory Holiday Honouring theFirst Nations, Inuit and Metis Peoples of Canada

7. The Honourable Carolyn Bennett, Minister of Indigenous and Northern Affairs RE: TheUnited Nations Declaration on the Rights of Indigenous Peoples as the Framework forReconciliation

8. The Honourable Ahmed D. Hussen, Minister of Education, Refugees and CitizenshipRE: Federal Funding for Support Services for Immigrant Families

9. The Honourable Claire Trevena, Minister of Transportation & Infrastructure regardingconsultation before BC Ferries schedule changes.

10. The Honourable Melanie Mark, Minister of Advanced Education, Skills and Trainingregarding increased educational assistant training places at post-secondary institutions.

11. 2017.09.12 2017-08-08 G Swan to R Fleming RE By-Elections in SD83

12. 2017.09.12 BCSTA Update - Mandate Letters

13. 2017.09.12 BCSTA Update - New Minister

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https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82593





https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82670/2017-08-30%20G%20Swan%20to%20Prime%20Minister%20Justin%20Trudeau%20RE%20National%20Statutory%20Holiday%20Honouring%20the%20First%20Nations%2c%20Inuit%20and%20Metis%20Peoples%20of%20Canada.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82670/2017-08-30%20G%20Swan%20to%20Prime%20Minister%20Justin%20Trudeau%20RE%20National%20Statutory%20Holiday%20Honouring%20the%20First%20Nations%2c%20Inuit%20and%20Metis%20Peoples%20of%20Canada.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82672/2017-08-30%20G%20Swan%20to%20Minister%20C%20Bennett%20RE%20The%20UN%20Declaration%20on%20the%20Rights%20of%20Indigenous%20Peoples%20as%20the%20Framework%20for%20Reconciliation.pdf



https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82671/2017-08-30%20G%20Swan%20to%20Minister%20A%20Hussen%20RE%20Federal%20Funding%20for%20Support%20Services%20for%20Immigrant%20Families.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82671/2017-08-30%20G%20Swan%20to%20Minister%20A%20Hussen%20RE%20Federal%20Funding%20for%20Support%20Services%20for%20Immigrant%20Families.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82674/2017-09-01%20G%20Swan%20to%20Minister%20C%20Trevena%20%20RE%20Consultation%20Before%20BC%20Ferries%20Schedule%20Changes.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82674/2017-09-01%20G%20Swan%20to%20Minister%20C%20Trevena%20%20RE%20Consultation%20Before%20BC%20Ferries%20Schedule%20Changes.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82675/2017-09-01%20G%20Swan%20to%20Minister%20M%20Mark%20RE%20Increased%20Educational%20Assistant%20Training%20Places%20at%20Post-Secondary%20Institutions.pdf

https://dsweb.bcsta.org/docushare/dsweb/Get/Document-82675/2017-09-01%20G%20Swan%20to%20Minister%20M%20Mark%20RE%20Increased%20Educational%20Assistant%20Training%20Places%20at%20Post-Secondary%20Institutions.pdf

14. 2017.09.12 Letter to Minister re SD 83 Board

15. 2017-08-10 Partner Presidents to MRF re school facility needs and solutions

16. 2017-08-14 G Swan to N Bains RE CASL

17. 2017-08-16 G Swan to DM SM RE BCSTA AGM Policy Change Motions and Actions

18. 2017-08-16 G Swan to MRF RE AB ED Motions and Initiatives

19. 2017-08-18 G Swan to Ministers Darcy and Fleming RE BCSTA AGM motions onmental health

20. 2017-08-25 G Swan to Min C James RE Flexibility and Resourcing for School DistrictManagement

21. 2017-09-06 G Swan to Minister C James RE PSEC Consultation on BCPSEAGovernance

22. 2017-2018 Datebook -Dates arising from School Act and Financial Disclosu...

23. MEDIA RELEASE: BCSTA Responds to New Government's First Budget

213

School District No. 27 (Cariboo-Chilcotin)

NAMING FACILITIES

Policy No. 1315 Effective: January 2007

Initial Adoption: March 1973 Preamble Naming new schools provides the board with the opportunity to recognize people

who have contributed to the history of the area, and to retain the memory of historical place names.

Policy It shall be the general policy to name new schools for persons or places of

local historical prominence. Regulations When a name is to be selected for a new school, the Board shall be guided by

the following: 1. The board shall appoint a school-naming committee through the trustee of

the zone in which the school is to be located. This trustee will be the liaison person between the committee and the Board.

2. The committee shall consist of: a. two citizens from the community to be served by the school. b. two teachers who are or will be assigned to the school. c. two students who will be attending the school. 3. The school-naming committee shall present a short list of names (in order

of committee preference) to the Board. 4. The final selection shall remain the Board's responsibility.

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BLOOD BORNE PATHOGENS

Policy No. 4114 Effective: November 2010

Initial Adoption: September 1989 Policy The Board of Education, School District No. 27 (Cariboo-Chilcotin) shall support

practices that do not arbitrarily or unnecessarily restrict individuals from an education or employment. The regulations direct practices designed to protect both students and employees from transmission of blood borne pathogens.

Regulations A. Definitions 1. Blood borne pathogens – any pathogen that can be transmitted

from one person to another through blood (examples would include HIV, hepatitis B and hepatitis C). These pathogens may also be transmitted through other body fluids at times, dependant on the type of body fluid and nature of exposure.

2. HIV – Human Immunodeficiency Virus 3. Need to know basis. In general terms, only persons who cannot

discharge their duties of the office they hold without the knowledge have a “need to know” when a blood borne pathogen is present.

4. Assessment team shall determine the best options for the infected

individual and for the school system as a whole. 5. Assessment team for students shall consist of School Medical

Officer or delegate, IH Child/Youth Program Consultant, family physician, school officials and the parents or guardian.

6. Assessment team for school personnel shall consist of the

employee, the employee’s physician, the School Medical Officer or delegate, IH Child/Youth Program Consultant, the employee’s direct supervisor, a union representative and the CEO/Superintendent of Schools or designate.

7. Placement team may involve the school medical health officials,

school officials and parents of the infected student. B. Students Infected with a Blood Borne Pathogen 1. General Comments a. Current medical research concludes that blood-borne

pathogens cannot be transmitted in the course of the usual interactions in the school setting and there is no significant safety hazard to others in the school setting from individuals

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School District No. 27 (Cariboo-Chilcotin) Policy 4114 Page 2

with blood-borne pathogen infections. Hence, the student must not be restricted from the school based solely on the diagnosis. Nor should the student be restricted from using school equipment, supplies or facilities. It is important that general hygienic practices be observed.

b. It will likely be important for the psychological well being of the

student that he/she remain within the school system as long as possible. Illness-challenged students should be encouraged to pursue activities which their condition allows. A student infected with a blood borne pathogen should not, therefore, be removed from school unless this has been recommended by the School Medical Officer in consultation with the attending physician.

2. Communication

Should an employee become aware that a student has a blood borne pathogen, he/she will immediately inform the Administrative Officer who in turn will inform the Superintendent or designate.

3. Contingency Plan Regarding Students with a Blood Borne

Pathogen Persons informed about an infected student will be on a “need to know” basis in order to protect confidentiality and to ensure proper care, adequate monitoring and safety of the infected student and other students and staff.

4. If, in the opinion of the School Medical Officer and the attending

physician, it is necessary to inform the school officials of the student’s infection, the information shall be restricted to those officials who “need to know”. Persons informed about an infected student will be on a “need to know” basis in order to not only protect confidentiality but also to ensure proper care, adequate monitoring and the safety of other people. In general, school staff need not be informed that a student with a blood borne infection is in the school. The parent must be made aware of the intention to inform and, if possible, should be a participant during the transmission of this information to ensure that everyone involved understands the situation and the implications of any actions that might be taken. The decision to inform is most often required when the student’s health status requires consideration of alternative or special educational arrangements.

5. A student with a blood borne infection shall be allowed to attend

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regular school classes without restriction unless there are significant risks to him/herself or others. An uninfected student who has a family member with a blood borne infection should not be excluded from school.

6. Decisions regarding educational placement shall be based on

behaviour, neurological development, physical condition and expected interaction with others in that setting. The appropriate assessment team will be used to determine the placement of the student.

7. The placement team will consider a variety of alternative or special

educational arrangements. Alternative or special educational arrangements may range from unrestricted regular instruction within the school to restricted home education.

8. The school system must be in a position to act quickly if informed by

the School Medical Officer that others may be at risk. In this event, the Board of Education delegates to the Superintendent the authority to exclude the infected student from the school pending a team review.

9. A review of the student’s medical condition shall be required

whenever a significant change in the student’s medical condition occurs.

C. Personnel Infected with Blood Borne Pathogens 1. General Comments

Current medical research concludes that blood-borne pathogens cannot be transmitted in the course of the usual interactions in the school setting and there is no significant safety hazard to others in the school setting from individuals with blood-borne pathogen infections. Hence, the employee must not be restricted from work based solely on the diagnosis. Nor should the employee be restricted from using workplace equipment, supplies or facilities. It is important that general hygienic practices be observed.

It will likely be important for the psychological well being of the employee that he/she remain within the workplace as long as possible. An employee infected with a blood borne pathogen should not, therefore be removed from the workplace unless this has been recommended by the attending physician in consultation with the School Medical Officer.

2. Communication

The Board of Education recognizes the very serious physical and emotional stress that can be placed on an employee who is diagnosed as having with a blood borne infection. The Board wishes

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to be of assistance to employees with a blood borne infection in making long term work and health plans.

The Board believes it is the duty of all personnel who suspect that he/she may have been infected by with a blood borne pathogen to obtain a medical opinion as to the state of his/her health. If there is confirmation of a diagnosis of with a blood borne infection, the Board considers it is the responsibility of the employee to meet with the CEO/Superintendent of Schools or designate, to examine such matters as: continuing with the present work assignment; extended health benefits; or alternative work assignments. The employee may be accompanied at the meeting, if he/she so desire, by a union representative.

3. Contingency Plan Regarding Personnel with Blood Borne

Infections When the Superintendent or designate is informed that an employee is infected with a blood borne pathogen, the situation will be dealt with on a case by case basis, to protect the safety and rights of the infected person and the safety and rights of other people in the school and school system.

a. Dissemination of information concerning the infected employee shall be on a “need to know” basis as determined by the CEO/Superintendent of Schools or designate in consultation with the School Medical Officer.

b. There is no medical basis on which to exclude infected school

personnel from their work, if they behave in a responsible manner, and are able to perform their duties. An employee will be allowed to continue working at his/her regular job until such time as physical disability impedes work performance significantly. If this happens, an assessment of the employee’s ability to continue working will be made by the appropriate assessment team.

c. The school system must be in a position to act quickly if

informed by the School Medical Officer. In this event, the Board of Education delegates to the CEO/Superintendent of Schools the authority to exclude, with pay, the infected employee from the workplace pending a team review.

d. A review of the employee’s medical condition shall be required

whenever a significant change in the employee’s medical condition occurs.

e. If, or when, an employee is no longer able to continue work,

he/she will receive all benefits under plans in the Collective

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Agreement(s) or Board Policy that are in force at the time of distress.

D. Safety Precautions Regarding Blood/Body Fluids

Since blood and body fluids may carry various infectious agents, all schools will be encouraged to adopt good hygiene practices for handling environmental soiling by blood, urine, stool, vomit or other body fluids. Staff should treat all contact with blood and body fluids as potentially infectious. Staff who are required to handle blood and body fluids will be provided with appropriate personal protective equipment.

1. Staff and students shall be advised to follow precautions as outlined

in the BC Health File “Protection against Germs and Disease” (attached) when in contact with blood and other body fluids.

2. In the event of an accident involving blood and body fluids,

preliminary first aid shall be administered. 3. Individuals should minimize their exposure by wearing disposable

latex, vinyl or rubber gloves. Avoid exposure of open sores, open skin lesions and/or broken mucous membranes to blood, body fluids.

4. Clean up spills promptly by using absorbent disposable material or

paper towel first, then clean with a bleach solution (1 part bleach to 10 parts water) or approved disinfectant solution by a person wearing gloves.

5. Blood stained clothing, cloths and other cleaning material should be

rinsed out in cold water, using gloves, and then be laundered in hot water and detergent, or seal student’s clothing in a plastic bag and send it home for cleaning.

6. Blood stained disposable articles, including gloves, should be placed

in a plastic bag, closed with a twist tie and then placed in the regular garbage.

7. Hand washing is an effective and reliable safety measure for

preventing the spread of disease. Wash hands with soap and warm water for 15 seconds, rinse for 15 seconds and dry with a clean towel.

8. Persons exposed to blood or body fluids of another person where

there is risk that blood or body fluid might be introduced into the bloodstream of the exposed person through:

a. the skin by way of a sharps puncture injury (eg. needle poke); b. non-intact skin (wound < 3 days old, or with skin having

compromised integrity (e.g., dermatitis, abrasions, scratches, burns); or

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School District No. 27 (Cariboo-Chilcotin) Policy 4114 Page 6 c. contact with the mucous membranes lining body cavities such as

the eyes, nose, mouth, should immediately have a risk assessment performed by a qualified

health professional, preferably within 2 hours of exposure. E. Education 1. Curricular instruction/health programs will be offered as needed and

as approved by the Minister of Education in order to increase awareness and knowledge of blood-borne pathogens.

2. Approved blood borne pathogen related resource materials will be

made available through school to parents, home/school groups and employees in order to increase awareness and knowledge of blood-borne pathogens.

3. School facilities will be available at no charge to parents,

home/school groups and employees providing approved/credible blood borne pathogen related information sessions.

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Alternate Delivery - Curriculum

Policy No. 6130 Effective: January 2009

Initial Adoption: January 2009 Preamble In accordance with the School Act, the Board of Education is required to ensure

that all provincially-mandated curricula are covered fully in the schools. The Board recognizes that certain prescribed learning outcomes in the Health curriculum organizer of Health and Career Education K to 7, Health and Career Education 8 and 9, and Planning 10, Integrated Resource Packages (IRPs) may be a source of sensitivity for some students and families and that some students and their parents/guardians may feel more comfortable addressing by means other than instruction by a teacher in a regular classroom setting. These curricula include:

a. Health & Career Education K to 7 b. Health & Career Education 8 and 9 c. Planning 10 Given that the family plays a key role in the development of children’s attitudes,

standards, and values, the Board recognizes that it must provide individual students with instructional options where family values and sensitivities may be involved.

Policy In the case of potentially sensitive topics in the Health and Career

Education Curricula, students and their parents/guardians may arrange with the school for alternative instruction outside of the regular classroom.

Regulations 1. Before presenting any materials or teaching any learning outcomes in the

health and career education curricula areas that may be considered sensitive, schools must inform parents/guardians of the Integrated Resource Packages (IRPs) and Prescribed Learning Outcomes (PLOs) that are available. Within the first two weeks of the course, letters containing this information are to be distributed to parents/guardians allowing them the opportunity to review this material in advance of presentation.

2. The Parent Advisory Committee (PAC) should also be informed regarding

this information, preferably at the beginning of the school year. 3. If a student and his/her parent/guardian decide to meet the prescribed

learning outcomes in an alternative method, the student and parent/guardian must identify the sensitive areas of the curricula, and consult with the teacher, if choosing not to participate when these sensitive areas are discussed in the classroom.

21

School District No. 27 (Cariboo-Chilcotin) Policy 6130 Page 2 4. Parents/guardians must give their consent to opt for an alternative delivery

of learning outcomes as well as the method of delivery. A copy of the alternative delivery agreement indicating which part of the course was completed outside of the regular classroom will be retained.

5. Some of the alternative delivery options include: a. Home instruction using a school-determined package of materials or

materials which are agreed upon in advance b. Self-directed studies c. On-line education The school will provide support materials that it deems appropriate for

completion of the prescribed learning outcomes. 6. The alternative delivery plan will be developed including the documented

learning outcomes to be completed, together with a timeline of expected completion. The expectations and standards of the learning outcomes should be similar to the ones for other students.

7. Responsibility for demonstrating knowledge of these learning outcomes rest

with the student. The regular classroom teacher will determine whether or not the learning outcomes have been achieved.

22

“Learning, Growing and Belonging Together”

Board of Education of


P: 250.398.3833 F: 250.392.3600 350 Second Avenue N Williams Lake, BC V2G 1Z9

Record Pursuant to Section 72 of the School Act: Matters Discussed and Decisions reached at the special Closed Meeting of the Board of Education held 27 June 2017, Board Office.

TRUSTEES PRESENT: Guenther, Dyment, Baptiste, Boehm, Macdonald, Martens, O’Neill STAFF PRESENT: Superintendent Wintjes, Secretary Treasurer Futcher, Executive Assistant Newberry

1. Opening by Chair 1.1. Call to Order 3:40 pm 1.2. Special Motion to hold a closed meeting 1.3. Approval of Agenda

2. Consent Agenda 2.1. Items for Approval

2.1.1. Adoption of Minutes 2017.05.23 and 2017.05.30 2.1.2. Receipt of Closed Correspondence listed on report dated 2017.06.14

2.2. Items for Information 2.2.1. BCPSEA Rep Update 2.2.2. CCTA Liaison Minutes – 2016.11.15 2.2.3. IUOE Liaison Minutes 2017.02.07 and 2017.04.04 2.2.4. Motions and Directions Report 2017.05.30 2.2.5. Annual Salary Review of Exempt Staff Compensation Report

3. Action Items 3.1. PERSONNEL

3.1.1. PVP Compensation and Contract: 3 decisions reached 3.1.2. Manager of Human Resources: 1 decision reached

3.2. PERSONNEL – Dual Leaderhips Model C2017.06.27-08 It was duly moved and seconded: THAT the Board of Education continue the dual leadership model between the Superintendent of Schools and the Secretary Treasurer, and that salaries for each position be in accordance with the dual leadership model, as approved by PSEC/BCPSEA.

C2017.06.27-09 It was duly moved and seconded: THAT the Board of Education release to the public, the approval of the continuation of the dual leadership model between the Superintendent of Schools and Secretary Treasurer.

The Board recessed for dinner between 5:50 - 6:00 pm. 3.3. PROPERTY – Information provided

4. Information Items 4.1. LEGAL: Ministry of Education: Finance Audit: 1 decision reached 4.2. PLANNING: Trustee Pro D: Communications Protocol 4.3. PERSONNEL: PVP 2017-2018 movement 4.4. PERSONNEL: Information 4.5. PERSONNEL: Information 4.6. LEGAL: Ombudsperson Office Update

5. Adjournment 6:30 pm

Record Pursuant to Section 72 of the School Act: Matters Discussed and Decisions reached at the special Closed Meeting of the Board of Education held 16 August 2017, Board Office.

TRUSTEES PRESENT: Guenther, Dyment, Baptiste, Boehm, Macdonald, Martens, O’Neill STAFF PRESENT: Superintendent Wintjes, Secretary Treasurer Futcher, Executive Assistant Newberry

1. Opening by Chair 1.1. Call to Order 7:06 pm 1.2. Special Motion to hold a closed meeting 1.3. Approval of Agenda

2. Items 2.1. PLANNING: SD27 Wildfire Situation: Information was provided and 2 decisions made 2.2. PERSONNEL: Principal Placements – Update provided

3. Adjournment 8:02 pm

23

2017-2018 BOARD CALENDAR

1 9/21/2017 11:40 AMtrustee calendar

Su Mo Tu We Th Fr Sa1 2 3 4 5 6 78 9 10 11 12 13 14

15 16 17 18 19 20 2122 23 24 25 26 27 2829 30 31

October 2017Su Mo Tu We Th Fr Sa

1 2 3 45 6 7 8 9 10 11

12 13 14 15 16 17 1819 20 21 22 23 24 2526 27 28 29 30

November 2017October 2017

Oct 1 2 3 4 5 6 710:00am FNEC (board

room) - district calendar3:00pm CCTA Pre Meet

(board room; committee room) -

3:30pm CCTA Liaison Pre (committee room;

WL Indef Std Susp (board room) - district calendar

6:30pm DPAC (committee room) - district calendar

100MH Indef Std Susp - district calendar

8 9 10 11 12 13 14Stat Holiday -

Thanksgiving - district calendar

1:00pm IUOE Liaison PreMeet (board room;

1:30pm IUOE Liaison 3:30pm Closed Gov Com 6:30pm Cataline Public

1:30pm Brd Agd Review (committee room) -

3:00pm Brd HR Com 4:30pm Brd/CCPVPA 4:30pm Canceled: CCPVPA

BCSTA NIB - district calendar

15 16 17 18 19 20 21Trustee Exp/Remun Due -

district calendarStudent Short Day by 1 hr - district calendar

3:30pm Closed Brd Mtg (committee room) -

6:30pm Public Brd Mtg (board room) - district

Pro D Day (no students) - district calendar

22 23 24 25 26 27 28Brd/Ministry Partner Mtg -

district calendarBCSTA Brd Chair Mtg -

district calendarBCSTA Prov Council - district calendar

29 30 31 Nov 1 2 3 4

SUNDAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY

24

Board of EducationSchool District No. 27 (Cariboo‐Chilcotin)

MOTIONS AND DIRECTIONSOPEN

Up to 2017.06.27Page 1 of 5

Meeting Date Agenda Item Assigned To Due Date Comments DescriptionOpen 2013.10.22 Five Year Capital Plan kevin futcher HOLD O‐13 THAT the Board of Education continues, since

2001.01.25, to place the replacement of 100 Mile House Elementary School as priority one, predicated on approval of capital expansion funding.

Open 2015.02.24 Trustee Election Report

connee newberry, kevin futcher

10 THAT the Board of Education agrees that a review is necessary of its election bylaw and use of polling stations as defined in the Chief Election Officer's 2014 Election Report and that this review should occur upon completion of the Board's review of the Electoral Zone Boundaries.ACTION: review polling stations and bylaw Feb 2016

Open 2016.09.27 Trustee Electoral Boundaries

connee newberry, kevin futcher

16 ‐THAT the Board of Education write to the Minister of Education requesting that, pursuant to section 30 (4) of the School Act, the Minister consider making a variation order that will combining Electoral Zones 5 and 6, electing 2 trustees at large with all other zones remaining unchanged.ACTION: collect info as per the Variation Regulations to submit to the Minister

Open 2016.09.27 Trustee Electoral Boundaries

connee newberry

17 ‐ THAT the Board of Education solicit the views of the City of Williams Lake, District of 100 Mile House, Cariboo Regional District, and Local First Nations, as appropriate, regarding the recommended variance to trustee electoral boundaries.ACTION: write le ers

Open 2017.02.28 Policy 3310 Purchasing kevin futcher, connee newberry

04 ‐ THAT the Board of Education authorize, outside of Policy 3310 Purchasing, the Secretary Treasurer to utilize tenders and purchasing agreements that have been negotiated by the Provincial Government and other provincial schools using Shared Services Agreements and that Policy 3310 Purchasing be reviewed in the Fall of 2017 or sooner, as time permits. ACTION: review Policy 3310

25



Up to 2017.06.27Page 2 of 5

Meeting Date Agenda Item Assigned To Due Date Comments DescriptionOpen 2017.03.14 Cyclic Policy Review kevin

futcher, mark wintjes, connee newberry

02 ‐ THAT the Board of Education direct District Staff to update the following policies accordingly: 5145 Protection of Students and Maintenance of Order; 1210 Parents' Advisory Councils; and 4111.12 Harassment and Discrimination and bring dra language to the Board at a later date.ACTION: prepare new policy ‐ work thru liaison commi ees

Open 2017.04.25 Policy 1220 School Planning Councils

connee newberry

5/30/2017 03‐THAT the Board of Education, to meet the requirements of the School Act, develop a policy regarding School Plans and once this policy is approved, delete Policy 1220 School Planning Councils.ACTION: prepare new policy ‐ School Plans, then delete 1220

Open 2017.04.25 Cataline Elementary School ‐ Road Safety Review

connee newberry

1/23/2018 04 ‐ THAT the Board of Education, approve in principle the plan to relocate the Bus Loop to the north side of Cataline Elementary School and redesign the two current parking lots to create a safer traffic pattern to meet the operational needs of the school. ACTION: bus loop process ‐ future agenda

Open 2017.05.30 Policy 1240 Volunteers connee newberry

6/9/2017 COMPLETE 02 ‐ THAT the Board of Education approve, in principle, revisions to Policy 1240 Volunteers in Schools and request input from the Governance Committee and the general public in me from the 27 June 2017 mee ng of the Board.ACTION: governance, post to website, brd mtg

26



Up to 2017.06.27Page 3 of 5

Meeting Date Agenda Item Assigned To Due Date Comments DescriptionOpen 2017.05.30 Policy 1240 Volunteers mark wintjes 6/9/2017 02 ‐ THAT the Board of Education direct District Staff to

review the School District Operating Principles that have been removed from the Policy Manual and make recommendation to the Board for implementa on at its next mee ng.ACTION: review of Opera ng Principles

Open 2017.05.30 Purchases Exceeding $200,000.00

kevin futcher 6/30/2017 05 ‐ THAT the Board of Education approve, as the 2016‐2017 budget allows, the purchase of classroom equipment, namely technology, desks and chairs, in the amount of approximately $350,000.ACTION: process orders

Open 2017.06.27 Policy 1312 Complaints (Other Than Child Abuse) Against Staff or Volunteers

connee newberry

8/23/2017 02 ‐ THAT the Board of Education confirm Policy 1312 Complaints (Other Than Child Abuse) Against Staff or Volunteers.ACTION: update, post, circulate, BCSTA

Open 2017.06.27 Policy 6121 Equivalency

connee newberry

8/23/2017 02 ‐ THAT the Board of Education confirm Policy 6121 Equivalency.ACTION: update, post, circulate, bcsta

Open 2017.06.27 Policy 4112 Whistleblower Protection

kevin futcher, connee newberry

8/23/2017 02 ‐ THAT the Board of Education direct the Secretary Treasurer to review Policy 4112 Whistleblower Protection in regard to the implementa on of the policy.ACTION: review/rewrite

Open 2017.06.27 Upcoming Meetings and Conferences List

connee newberry

7/7/2017 03 ‐ THAT the Board of Education approve the preliminary trustee meeting and event calendar for the 2017‐2018 School Year.ACTION: circulate calendar

27



Up to 2017.06.27Page 4 of 5

Meeting Date Agenda Item Assigned To Due Date Comments DescriptionOpen 2017.06.27 Policy 1210 Parents'

Advisory Councilsconnee newberry

8/23/2017 04 ‐ THAT the Board of Education, approves in principle, revisions to Policy 1210 Parents' Advisory Councils, and that input be solicited via the Governance Committee and for public via the District's website, prior to final approval.ACTION: seek input: governance and website

Open 2017.06.27 Policy 5145 Protection of Students and Maintenance of Order

connee newberry

8/23/2017 05 ‐ THAT the Board of Education, approves in principle, revisions to Policy 5145 Protection of Students and Maintenance of Order, and that input be solicited via the Governance Committee and for public via the District's website, prior to final approval.ACTION: Governance and website

Open 2017.06.27 Policy 1161 Trustee Remuneration and Expenses

connee newberry

7/7/2017 06 ‐ THAT the Board of Education temporarily suspend parts of Policy 1161 Trustee Remuneration (as per draft version), reinstating base remuneration amounts to those just prior to February 2017 and removing extra remuneration paid for the attendance of meetings, with the exception of attending Board approved out of District meetings or conferences of the Ministry, BCSTA, and BCPSEAACTION: update remuneration sheets

Open 2017.06.27 Policy 1161 Trustee Remuneration and Expenses

kevin futcher, connee newberry

8/23/2017 07 ‐ THAT the Board of Education direct the Secretary Treasurer to review Policy 1161 Trustee Remuneration and recommend revisions to the Board that support fair, equitable and transparent remunera on for trustees.ACTION: Review / rewrite

Open 2017.06.27 Multi Function Devices (Photocopiers)

kevin futcher 8/23/2017 08 ‐ THAT the Board of Education award the Multi‐Function Device tender for leasing MFD's for School District purposes to Quality Office Solutions, in the amount of approximately $550,000, over a five year period.ACTION: process tender

28



Up to 2017.06.27Page 5 of 5

Meeting Date Agenda Item Assigned To Due Date Comments DescriptionOpen 2017.06.27 2017‐2018 Preliminary

Budgetconnee newberry

6/29/2017 COMPLETE 09 ‐ THAT School District No. 27 (Cariboo‐Chilcotin) Preliminary Annual Budget Bylaw for fiscal year 2017‐2018 in the amount of $62,991,786 be read a third time, passed and adopted this 27th day of June 2017.ACTION: sign, seal, delivery

Open 2017.06.27 2016‐2017 Audit Planning Report

kevin futcher 7/7/2017 10 ‐ That the Board of Education submit its response to School No. 27 Auditor's questionnaire regarding the Board's business understanding for 2016‐2017, as presented.ACTION: submit

29



School District No. 27 (Cariboo-Chilcotin) Office of the Superintendent

350 North 2nd Avenue

Williams Lake, BC V2G 1Z9

P: 250.398.3824

F: 250.392.3600

Superintendent’s Report - Open

To the Board of Education

26 September 2017

Wildfire Report School startup was delayed at Dog Creek, Anahim Lake, Tatla Lake, Alexis Creek, and Horse Lake. Reopened

Dog Creek Thursday, September 7th Anahim Lake Friday, September 8th Tatla Lake Friday, September 8th Alexis Creek Monday, September 11th Horse Lake Tuesday, September 12th

All regularly scheduled staff reported for work on September 5th, including those that were still under evacuation orders and alerts. Teachers worked to provide parents with learning materials when requested by parents of students that were not able to attend school due to the evacuation alerts. Parents organized with friends and neighbors to transport students across alert areas due to bussing delays which caused more vehicular traffic around our schools. Silvia Seibert-Dubray, Director of Instruction-Student Support Services, worked with Principals, Vice-principals, and School Counsellors, in order to prepare for anticipated emergent counselling issues. The District continues to work with other agencies to identify areas that require wildfire recovery support. There were a number of district staff, and retired staff, who lost their homes and/or structures to the wildfires. Although the CRD contacted each home owner directly to inform them of their loss, we worked with the CRD to assist them in contacting them. Student Enrollments Student enrollment across the district appears to be comparable to student enrollment during the 2016-2017 school year. The final student count will take place on September 29, 2017. International Education I have asked Kevin Futcher, Secretary-Treasurer, and Dean Coder, Director of Instruction – Education Services, to attend an international student conference in China over the fall break. Mr. Coder has numerous contacts that we would like to continue his relationships with while introducing Mr. Futcher to the world of international education with instructions to review the financial implications for the Board of Education. Information and recommendations will be brought to the Board of Education for consideration at a later date.

30



School District No. 27 (Cariboo-Chilcotin) Office of the Superintendent

350 North 2nd Avenue

Williams Lake, BC V2G 1Z9

P: 250.398.3824

F: 250.392.3600

Selection of Rocky Mountain Ranger I was asked by the Commanding Officer of 3064 Royal Canadian Army Cadet Corps. to participate on a Merit Review Board to select their new Cadet Sergeant Major for the 2017-2018 training year. The Merit Review Board will meet on September 27, 2017 and consists of One Legion Representative, One CIC Officer (Outside of the corps), one member of the Parental Support Committee and myself. Meetings Attended: Principal/Vice-Principal meeting July 4, 2017 Principal/Vice-Principal meeting August 28-29, 2017 New Principal/New Vice-Principal meeting August 30, 2017 Senior Leadership Team, September 13, 20, 2017 Community Meetings Attended: Meeting with the Canadian Military to discuss use of Glendale Elementary School Site Meetings with the CRD EOC throughout August and September 2017 Meeting with United Way, September 12, 2017 Leaders Moving Forward, September 21, 2017 Upcoming Meetings: District Leadership Team, September 27, 2017 Senior Leadership Team, September 27, 2017 Merit Review Board with Cadet Corps, September 27, 2017 Principal/Vice-Principal Meeting, September 28, 2017 Orange Shirt Day, September 29, 2017 FNEC, October 2, 2017 Senior Leadership Team, October 4, 2017 DPAC, October 4, 2017 Mary’s Lunch in Dog Creek, October 5, 2017 Public Consultation re Cataline Bus Loop, October 10, 2017 Lieutenant Governor Visit, October 12, 2017 Interior Health/ School District Leadership Teleconference, October 17, 2017

31




P: 250.398.3833 F: 250.392.3600 350 Second Avenue N Williams Lake, BC V2G 1Z9

Secretary Treasurer’s Report – OPEN To the Board of Education

26 September 2017 1. Finance and Accounting Department

The annual financial audit was postponed due to the forest fire situation and had to be completed remotely due to road closures and lack of accommodation in Williams Lake at the time.

2. Information Technology Department

2.1 Finance Server The Finance Server is required in the operation of vital business functions in the District including Human Resources, Accounting and Payroll. Prior to the evacuation of the city of Williams Lake District staff removed the Finance Server from the School Board office and transported it a temporary Board Office in Prince George. Once it was reconnected it allowed a hand full of District staff to work from the temporary location although it only provided limited access to the business functions such as payroll. It was not an ideal situation. District staff had scheduled to migrate all the data and functions from the Finance Server to a hosted service offered by the software supplier in the fall of 2017. The advantage of utilizing a hosted service is that the Finance Server would no longer be required and District staff would have the flexibility to work from any computer that has internet access. When the evacuation order was downgraded to an alert in Williams Lake District staff returned to the Board office with the Finance Server and reconnected the equipment. However the City of Williams Lake and surrounding areas continued to face the possibility of another evacuation. Faced with this uncertainty and the limited application of the Finance Server at an alternate location, District staff made the decision to contact the software supplier and request an immediate migration of the data and functions. Fortunately the company was able to accommodate this work.

What Did We Accomplish? What Did We Not Accomplish?

Upgrade Moodle (able to install new courses developed throughout the Province

Testing Moodle Not Fully Completed

New Panorama Server partially installed (server manages internet access to all sites)

Panorama software not fully installed and tested

Back-Up of Firewalls in Case of Failure 15 Firewalls needed to be replaced for Warranty issues, but were not replaced

32

Board of Education of Page 2 of 8 School District No. 27 (Cariboo-Chilcotin)


Back-Up of Switches in Case of Failure Monitoring software for firewalls and switches to alert IT Department of issues before problems occur for users

Change User Names of Accounts to account for Name Changes

User Accounts and Roaming Users (user files moving between all sites as one logs into the network)

Installation of newer computers at Mountview and Chilcotin Road

Central Printing Solution (Web interface for users to quickly choose their printer and install their own printer

Install newer computers into the Columneetza Library

Upload and Download Capability from the Ministry of Education Data Warehouse (Culmination of MyEducation BC Data)

Windows 10 for Elementary Schools Did not replace computers at Horse Lake, 100 Mile Elementary, Anahim Lake, Tatla Lake, Naghtaneqed, Dog Creek, Likely, and Big Lake

Internet Speed Bandwidth Increases at all School Sites

Rewire PSO Server Racks

MyEducation BC Ready for September 2017 Reconfigure Wireless for (Bring Your Own Device)

MyEducation BC Core Competency – Self Assessment Completed for Implementation

MyEducation BC new K – 9 Report Card not Ready for Implementation

Web Site Upgraded District Server Software Infrastructure Not Upgraded at WL Campus

Robotics 9 Course Ready for Columneetza

3. Facilities

3.1 Flood at Peter Scene Ogden Secondary School There was a minor flood at the PSO site on August 23rd. However it had a large impact on the internet as it took out the file server and other communication equipment.

The flood was caused by a broken water line that occurred during the installation of a new underground power line. The work was being carried out by a contractor and as such the District will be reimbursed for the damages to the equipment. Estimated cost to replace equipment is approximately $10,000

3.2 Flood at Peter Scene Ogden Secondary School – Storefront location There was a flood at the PSO Storefront location in July. This location is rented from the District of 100 Mile House. Damage to District property was below the $10,000 insurance deductible and as such the District did not make an insurance claim.

3.3 2017 Facilities Department Summer Projects

Asbestos Flooring replacement

33



Horse Lake: Completed 100% replacement of asbestos floor tile with lino

Likely: 100% complete

PSO Upper: Main entry complete with the rest of the project postponed until next

summer due to wild fires

Mile 108, Chilcotin Road, 150 Mile, Administration, WL Maint., and LCS-Columneetza:

Projects were not started due to wild fires

Roofing

Mountview: Completed replacement of 100% of the roof

Fire Alarm Panel Upgrade

Cataline: To be completed during fall break, the system will be off line for several days

Fire Hydrant

Cataline: Complete

Dust Collector

PSO - complete wood shop exhaust system upgrade with makeup air unit: 90%

complete, should be fully operational by the end of September. Some key parts for the

duct work needed to be reordered due to shipping damage (wildfire delays)

Metal Shop Upgrade

PSO – metal shop upgrade in conjunction with I.T.A. tool grant: 4 new welding booths, 2

new metal lathes, 1 new large forge, 90% complete, Makeup air unit on order, will be

completed in the fall

Repaving Projects

Administration: Complete

Mount View: Complete

Flooring Replacement

Chilcotin Road – 1 Classroom: Complete

LCSS – WL – 1 Classroom: Complete

Security System Upgrades – New Keyless entry systems

Cataline: Complete

Chilcotin Road: Complete

Side walk replacement

100 Mile Elem: Postponed due to wildfires

Horse Lake replace sidewalks on the playground side of the building as well as replaced

the roof drainage rock pit: 100% complete

Tire shed

34



WL Bus Garage – additional protected tire storage: 90% complete, structure complete

but rack system is on going

Replace Stucco

150 Mile: Fall

Covered Area Roof replacement

100 Maintenance: Not started, will be done as time permits

Upgrade sewer plant

Chilcotin Road: Waiting on engineering; Postponed to next year’s AFG

Decommission old water wells – new regulation from Interior Health (On going process):

150 Mile

Anahim Lake

Alexis Creek

Connect School CRD water system

Alexis Creek: complete

Energy Management Projects

Exterior Lighting Upgrades

o Marie Sharpe: Complete

o Chilcotin Road: Complete

o PSO: Complete

o Nesika: Complete

o LCSS-WL: Complete

o WL Maintenance: Complete

Gym Lighting Upgrades

o Dog Creek: Complete

o Horse Lake: Complete

o LCSS – WL: Complete

o Alexis Creek: Complete

o Horsefly: Complete

o Tatla Lake: Postponed to the Fall

PSO Pump upgrade: Complete

Build Pulse – Energy monitoring system installation: Complete

Lighting Controls

o PSO – upgrade hallway lighting controls: Postponed to the Fall

PSO Bus Loop Engineering

Re design Bus access to school: 50% Complete

Horse Lake Mechanical Upgrade

35



Engineering: 25% Complete

Alexis Creek Boiler Replacement

Replacing existing 4 boilers due to failure (x2) with new high efficiency boilers: 95%

Complete

LCS-WL ICBC Repairs

Car damage to band room: Complete

PSO DDC Upgrade: 80% Complete

New Maintenance Gate: 50% Complete

H/C cut down of curb at WL: Complete

3.4 Custodial

Huge effort put in by our staff to get schools cleaned this year due to the wildfire situation. There were delays due to evacuation orders, maintenances project delays, and staffing issues.

4. 2017 Wildfires

4.1 Overview Prior to the evacuation of the City of Williams Lake the District Board Office was shut down enabling staff to evacuate with their families to safe locations. The Prince George School District graciously supplied office space in their Board Office enabling a handful of SD27 District staff to set up a temporary Board Office. One of the many challenges of working in that temporary location was that District staff only had limited access to the business functions such as payroll and District email. During this time, senior staff worked extensively with the various agencies involved in the State of Emergency providing access to school district properties, student buses and SD27 staff. Several SD27 managers were provided passes to return to the evacuated areas in order to work directly with the agencies providing their expertise and in some cases district staff to work in the facilities and/or drive buses. As evacuation alerts were lifted in various parts of the District SD27 began returning to work

in school district facilities across the District. However, it was a slow process that extended

into September with Horse Lake School being the last facility to be opened.

Many of the schools were cleaned prior to the forest fire situation however after being used

by various agencies the district had to bring staff in once again to clean the schools in

preparation for the new school year. Some schools had large areas of asbestos flooring

36



removed prior to the evacuation orders which created a larger issue of rescheduling

contractors to install new flooring in the short time before school started up.

The Board office was reopened August 1st at which time District staff focused on catching up

on the business side of District operations including hiring staffing, finishing IT projects,

payroll and business operations. In addition senior management worked on a backup plan

in the event that schools were unable to open as scheduled in September. Fortunately

many evacuation orders and alerts were downgraded in the week before school was

scheduled to begin. Although District staff worked on a daily basis to determine which

schools could open when and which bus routes could operate as the CRD lifted evacuation

and alert orders. This information was posted daily to the District website and provided to

staff and parents.

4.2 Transportation

Supplied buses for Evacuation

o Interior Health: To Prince George

o City of Williams Lake: To Prince George and Kamloops

o The District of 100 Mile House: To Williams Lake and to Prince George

o Cariboo Regional District: Stone Reserve to Williams Lake and Anahim Lake to

Prince George

Shuttle Service

o RCMP to hotels, restaurants and road blocks: 100 Mile House and Williams Lake

o Municipal Fire Fighters: Williams Lake

o BC Forest Service Fire Fighters to fire lines: 100 Mile House

4.3 Facilities

Emergency Evacuation Center

o Lake City Secondary – Williams Lake Campus

o Peter Skene Ogden Secondary 100 Mile House

RCMP Lodging

o Lake City Secondary – Columneetza Campus Williams Lake

o Peter Skene Ogden Secondary 100 Mile

BC Forest Services

o Peter Skene Ogden Secondary 100 Mile – Fire command center and lodging

o Anahim Lake command center

o 150 Mile Elementary school site for forest service modular buildings

Canadian Armed Forces

o Glendale Elementary School (closed facility)

90-300 personnel

Command center

Staging area

Lodging

37



4.4 Staff

Custodial staff used at all occupied sites to clean facilities, assist emergency services and

change air filters

Maintenance staff used to assist in setting up various groups at our sites and maintain

sites

o Electrical from food truck hook up to computer power needs

o Mechanical have helped hook up shower trailers, re-piped hot water and dealt

with HVAC needs

o Tables and chairs provided to several other venues throughout our district as the

need arose

4.5 School Openings and Bus Routes (attached)

As of Tuesday, 12 September 2017, all schools were reopened.

As of Monday, 25 September 2017, all bus routes were fully restored

38



Student Safe Return to School Schedule

Bus Routes Affected by Evacuation Alerts and Orders

Updated: 2017.09.20 10:00 am

Updated as of Date

Updated Time

School EOC StatusSchool Opening for

Students*Bus Routes Affected

North Schools

23-Aug-17 2:00 PM 150 Mile Elementary All Clear 5-Sep-17

23-Aug-17 2:00 PM Big Lake School All Clear 5-Sep-17

8-Sep-17 3:45 PM Cataline Elementary All Clear 5-Sep-17 Reinstated Effective 11 Sept 17

8-Sep-17 3:45 PM Chilcotin Road Elementary All Clear 5-Sep-17 Reinstated Effective 11 Sept 17

11-Sep-17 2:00 PM GROW/Skyline All Clear 5-Sep-17 Reinstated Effective 15 Sep 1723-Aug-17 2:00 PM Horsefly School All Clear 5-Sep-17

11-Sep-17 2:00 PMLake City Secondary - Columneetza Campus

All Clear 5-Sep-17 Reinstated Effective 15 Sep 17

11-Sep-17 2:00 PMLake City Secondary - Williams Lake Campus

All Clear 5-Sep-17 Reinstated Effective 15 Sep 17

23-Aug-17 2:00 PM Likely School All Clear 5-Sep-17

8-Sep-17 3:45 PM Marie Sharpe Elementary All Clear 5-Sep-17 Reinstated Effective 11 Sept 17

6-Sep-17 10:00 AM Mountview Elementary All Clear 5-Sep-17 Reinstated Effective 7 Sep 17

8-Sep-17 3:45 PM Nesika Elementary All Clear 5-Sep-17 Reinstated Effective 11 Sept 17

South Schools

20-Sep-17 10:00 AM 100 Mile Elementary All Clear 5-Sep-17 Reinstated Effective 25 Sep 17

6-Sep-17 10:00 AM Forest Grove Elementary All Clear 5-Sep-17 Reinstated Effective 7 Sep 17

20-Sep-17 10:00 AM Horse Lake School All Clear 12-Sep-17 Reinstated Effective 25 Sep 17

23-Aug-17 2:00 PM Lac La Hache Elementary All Clear 5-Sep-17

23-Aug-17 2:00 PM Mile 108 Elementary All Clear 5-Sep-17

20-Sep-17 10:00 AM Peter Skene Ogden All Clear 5-Sep-17 Reinstated Effective 25 Sep 17

20-Sep-17 10:00 AM PSO Storefront All Clear 5-Sep-17 Reinstated Effective 25 Sep 17

West Schools

8-Sep-17 10:00 AM Alexis Creek School All Clear 11-Sep-17 Reinstated Effective 11 Sept 17

7-Sep-17 10:00 AM Anahim Lake School All Clear 8-Sep-17 Reinstated Effective 8 Sep 17

6-Sep-17 10:00 AM Dog Creek School All Clear 7-Sep-17

23-Aug-17 2:00 PM Naghtaneqed School All Clear 5-Sep-17

10-Sep-17 10:00 AM Tatla Lake School All Clear 8-Sep-17 Reinstated Effective 11 Sept 17

*Bus Routes Affected - Not all bus runs are affected, see specific Bus Routes below

Current Change

Previous Change

Schools closed to students

Updated as of Date

Update Time

Bus Route No.

Bus Route DescriptionBus Route

Status**Altered Route Description

North Bus Routes (Transportation Department: 250-398-3881)

6-Sep-17 10:00 AM 23 (am) Alkali RESTORED Full Service Effective 7 Sep 17

6-Sep-17 10:00 AM 5 Springhouse / Alkali RESTORED Full Service Effective 7 Sep 17

8-Sep-17 3:45 PM 6 Meldrum Creek RESTORED Full Service Effective 11 Sep 17

8-Sep-17 3:45 PM 17 Highway 20 RESTORED Full Service Effective 11 Sep 178-Sep-17 3:45 PM 35 (pm) Highway 20 RESTORED Full Service Effective 11 Sep 17

8-Sep-17 3:45 PM 11Comer Hill / West Fraser / Old Soda Creek Road

RESTORED Full Service Effective 11 Sep 17

11-Sep-17 10:00 AM 99 Homestay Weekend Bus Hwy 20 RESTORED Full Service Effective 15 Sep 17

South Bus Routes (Transportation Department: 250-395-2230)

6-Sep-17 10:00 AM 41 Eagle Creek / Forest Grove RESTORED Full Service Effective 7 Sep 17

11-Sep-17 10:00 AM 43 70 Mile RESTORED Full Service Effective 12 Sep 17

11-Sep-17 1:30 PM 39 Deka Lake / Horse Lake RESTORED Full Service Effective 12 Sep 17

11-Sep-17 1:30 PM 53 (pm) Deka Lake / Horse Lake RESTORED Full Service Effective 12 Sep 17

20-Sep-17 10:00 AM 40Bridge Lake / Fawn Creek / Horse Lake


20-Sep-17 10:00 AM 49 Bridge Lake RESTORED Full Service Effective 25 Sep 17

11-Sep-17 1:30 PM 48 Horse Lake / Mercer Road RESTORED Full Service Effective 12 Sep 17

20-Sep-17 10:00 AM 54 Watch Lake / Horse Lake RESTORED Full Service Effective 25 Sep 17

20-Sep-17 10:00 AM 55Horse Lake / Taylor Lake / Watch Lake


West Bus Routes (Transportation Department: 250-398-3881)

8-Sep-17 3:45 PM 24 Alexis Creek RESTORED Full Service Effective 11 Sep 17

7-Sep-17 10:00 AM 27 Nimpo Lake / Anahim Lake RESTORED Full Service Effective 8 Sep 17

10-Sep-17 10:00 AM 38 Tatla Lake RESTORED Full Service Effective 11 Sep 17

7-Sep-17 2:50 PM 32 Tatlayoko RESTORED Full Service Effective 8 Sep 17

11-Sep-17 10:00 AM 99 Homestay Weekend Bus Hwy 20 RESTORED Full Service Effective 15 Sep 17

**For Further Clarification contact the local Transportation Department:

100 Mile House: 250-395-2230 Current Change

Williams Lake: 250-398-3881 Previous Change

39

1

connee newberry

From: Zorica Jovic <[email protected]>Sent: Friday, July 28, 2017 4:16 PMTo: Mike RobertsCc: BCSTAAllStaffSubject: SECOND ANNOUNCEMENT: Provincial Council motions due by September 22, 2017

Categories: Board

Dear Provincial Councillors, Board Chairs, and Branch Presidents: This is a second, but important announcement regarding the deadline for submitting motions to BCSTA's October Provincial Council meeting at Wosk Center in Vancouver on October 27th and 28th, 2017. The program for Provincial Council will include the usual Friday evening presentation in addition to the formal meeting and Issues Forum on Saturday. The meeting dates for PC immediately follow the planned MOE-BCSTA joint Liaison Meeting on Oct. 25th and the BCSTA meeting of board chairs on Oct. 26th, both being held in Richmond (full details to be forwarded at a later date). To provide enough time for motions to be reviewed by our Legislative Committee and for approved motions to be sent out to all boards for review prior to the PC meeting, your submission must be received at the BCSTA office by end of day FRIDAY, SEPTEMBER 22, 2017. It is also possible though to submit ‘late’ motions to Provincial Council after September 22nd under the same criteria for acceptance, but they will not be reviewed and circulated in advance of the meeting. You may want to consider the deadline as your board is developing its agendas for August and September as well as for Branch meetings that may be occurring early in the fall. Further reminders will be sent out in late summer, including the PC meeting details, hotel registration information, and the motion submission template. In the meantime, if you have any questions regarding the preparation or submission of motions to Provincial Council, please don’t hesitate contact Audrey Ackah or me directly.

Best Regards,

ZORICA JOVIC Administrative Assistant | British Columbia School Trustees Association (BCSTA) P (604) 235-2297 | E [email protected] | W bcsta.org | T @bc_sta

40

Project No.: 17-01-SDR

Review of Cariboo-Chilcotin School District

Internal Audit & Advisory ServicesMinistry of Finance

Fieldwork completion: March 2017

43

Table of ContentsSection Page No.

Abbreviations............................................................................................. i

Executive Summary..................................................................................1

Introduction...............................................................................................7

Purpose, Scope and Objectives ............................................................ 10

Approach................................................................................................. 11

Overall Conclusion ................................................................................. 13

1.0 Administration ......................................................................................... 14

1.1 Board of Trustees ........................................................................................ 14

1.2 Strategic Planning ....................................................................................... 15

1.3 District and School Administration Costs..................................................... 17

1.4 Staffing ........................................................................................................ 17

1.5 Compensation ............................................................................................. 21

1.6 Human Resource Management................................................................... 23

1.7 Procurement ................................................................................................ 24

1.8 Information Technology ............................................................................... 25

2.0 Facilities ................................................................................................... 28

2.1 Facilities Planning........................................................................................ 29

2.2 Capital Projects and Funding....................................................................... 30

2.3 Operations and Maintenance....................................................................... 32

2.4 Transportation Services............................................................................... 34

3.0 Financial Management............................................................................ 35

3.1 Operating Fund............................................................................................ 35

3.2 Operating Expenditures............................................................................... 36

3.3 Accumulated Surplus................................................................................... 37

3.4 Budgeting and Forecasting.......................................................................... 39

Appendix 1 – Summary of Recommendations ..................................... 41

45

Review of Cariboo-Chilcotin School District i

Abbreviations

BC British Columbia

the Board Cariboo-Chilcotin School District Board of Education

Cariboo-Chilcotin Cariboo-Chilcotin School District

CPPM Government's Core Policy and Procedures Manual

the District Cariboo-Chilcotin School District

EA Education Assistant

FTE Full-Time Equivalent

IUOE International Union of Operating Engineers Local 959

IT Information Technology

LRFP Long Range Facilities Plan

the Ministry British Columbia Ministry of Education

Province or Government Government of British Columbia

Provincial Average Average of All Districts in the Province

SEP School Enhancement Program

TTOC or Substitutes Teachers Teaching on Call

47

Review of Cariboo-Chilcotin School District 1

Executive Summary

Cariboo-Chilcotin School District (Cariboo-Chilcotin or the District) is one of 60 school districts in the province, each governed by an elected Board of Education. Boards represent the public interest and reflect local values in education while governing in accordance with provincial legislation. The District's Board of Education consists of seven trustees who meet monthly during the school year.

In 2015/16, Cariboo-Chilcotin employed over 550 staff to deliver educational services to approximately 4,550 students. Over the past five years, 74% of students in the District completed Grades 8 to 12 within six years, the same as comparable districts,while the provincial average was 86%.

In accordance with the Taxpayer Accountability Principles, the Ministry of Education is working with school districts to reduce the cost of administrative overhead and maximize classroom resources. As part of this, Internal Audit & Advisory Services was directed to conduct a review of the Cariboo-Chilcotin School District.

Working with a Deputy Ministers' Committee, Internal Audit & Advisory Services evaluated the District to identify opportunities for improvement, efficiencies and cost savings in overhead and non-instructional functions; and to examine planning, forecasting and financial performance.

In performing the review, the District was compared to a peer group of districts with similar characteristics such as student enrolment, geographic size and number of facilities.

Cariboo-Chilcotin is characterized by widely dispersed populations, long travel distances, and low enrolment numbers in rural and remote schools resulting in more multi-grade classrooms.Consolidation and re-structuring is more challenging in these remote communities due to the significant impacts school closureswould have on students and communities.

While Cariboo-Chilcotin has a strategic plan that outlines its goals and objectives to be achieved, strategic planning is not integrated across the organization. There are opportunities to improve integration and alignment between the District’s and departmental planning activities. In addition, aligning the District's budget to the strategic plan would help the District allocate its resources more effectively.

Strategic Planning

49

2 Review of Cariboo-Chilcotin School District

While Cariboo-Chilcotin has policies for risk events such as extreme weather, the District does not have a formal risk management process. The identification of significant risks, including information technology risks, and the development of mitigation strategies is an important component of strategic planning.

The District actively engages the public and other stakeholders for their input prior to making key decisions such as approving budgets and potential school closures.

Recent enrolment declines within the District as well as the remote location of some schools increases the complexity in allocating staff and determining class sizes, which have historically been lower than peer and provincial averages.

Over the past five years, the total number of full-time equivalent employees decreased by 4.5%, while student enrolment decreased by 11%.

Salary and benefit costs in Cariboo-Chilcotin make up the majority of operating expenditures. Extended health and dental benefits available to employees are comparable to the BC public service. However, entitlements for service recognition, vacation, and sick time increase total compensation.

Financial service recognition benefits are available for Union of Operating Engineers members, support staff, as well as principals and vice-principals. The Union of Operating Engineersservice recognition is comparable to that available in the BC public service. While the District funds the principals and vice-principals plan, the administrator’s independent association determines the payment formula with the average payout being $26,000 per employee. This arrangement prevents the Districtfrom demonstrating fair and transparent compensation practices.

In addition to their vacation entitlement, certain excluded employees may be granted up to an additional 21 days by the Superintendent in recognition of attending weekend and evening Board meetings.

Cariboo-Chilcotin does not currently have a formal attendance management system in place and instead relies on managers to manage staff absences. Therefore it is not able to monitor or analyze sick leave usage.

Staffing and Compensation

50


District managers are responsible for their department's procurement of supplies and services while the finance department oversees the process.

The District's procurement policy was last updated in 2009, and is currently being reviewed. While the District advised that it follows its policy, key documentation was not readily available for a number of the contracts sampled.

Following the spirit and intent of the provincial procurement policywould provide the District with more robust procurement practices and ensure compliance with relevant trade agreements.

Cariboo-Chilcotin lacks documented policies and procedures for several key information technology processes and does not maintain an inventory of its hardware and software. In addition, the District does not prepare business cases for information technology projects, and documentation to support procurement was lacking. Additional opportunities exist for the District to strengthen their information security policy and information technology policies and practices.

There is a need for Cariboo-Chilcotin to develop a BusinessContinuity Plan and a Disaster Recovery Plan to minimize the impact of disruptions of key business areas and assist in the recovery of critical systems.

School districts are responsible for determining the number of facilities to own and maintain. Significant enrolment declines over the past ten years have resulted in school closures and a re-examination of District facilities.

Following public engagement, the District developed a Long Range Facilities Plan in 2013, which recommended closing four schools. These four schools and an additional two schools have subsequently been closed, reducing capacity by 1,500 available spaces. This reduction increased the District’s overall capacity utilization index to 76%, which is above the 72% average of peer districts.

Within the District there are significant variances in capacityutilization between remote schools that average 24%, and the remaining district schools that average 81%.

Over the past five years, the District completed three major capital projects ranging in cost from $0.5 million to $1.9 million. However, Cariboo-Chilcotin has not taken full advantage of theMinistry of Education funded capital programs available.

Procurement

Facilities

Information Technology

51


The District recently listed six surplus properties for sale, and sold three for $437,000. Minimum bids were not received on the remaining three. In addition to these unsold properties, the Districtowns other surplus properties for which the District is currently determining the best course of action.

The District recently completed a maintenance plan that provides a long-term view of upcoming maintenance needs and cost estimates.

The District conducts most repairs and maintenance internally with some services being contracted out. A work order system facilitates the management of maintenance jobs and tracks hours and costs which enables performance monitoring and measurement.

The District contracted an energy management consultant to oversee implementation of energy projects. While the District has seen a reduction in utilities billing of $152,000 (10%) since 2011/12, it was not able to demonstrate if the savings were the result of school closures, retrofits, or other energy reduction initiatives.

The District provides in-house transportation services to approximately 2,840 students at no charge. In addition, approximately 60 private school students are provided transportation and each is charged $36 per month. Financial transportation assistance is offered by the District to families when bus transport is not feasible.

Average travel time per students is 55 minutes per day although it can be up to four hours per day. The District offers a boarding allowance to students whose grade or program requirements are not offered in their home communities.

The District owns and operates 68 buses including 13 spares, the lowest spare bus ratio among its peer districts. In 2015/16, the District spent $3.8 million on student transportation services, of which 73% was for salaries and benefits.

Transportation Services

Operations and Maintenance

52


Over the past five years, Cariboo-Chilcotin's revenues have averaged $59.9 million, the majority of which was the provincial operating grant. During this period, operating surpluses have ranged from $48,000 to $1.5 million, except in 2012/13, when a small deficit of $268,000 was incurred.

School districts with declining enrolment are eligible for supplemental funding to assist in maintaining educational services while adapting to lower enrolment. While the District's enrolment decreased by 11% over the past five years, the operating grant decreased by only 4% due to funding protection.

In 2015/16, Cariboo-Chilcotin received approximately $2 million in revenue from a number of other sources including First NationBands, facility rentals, tuition fees and interest on investments.

As of June 30, 2016, Cariboo-Chilcotin's accumulated surplus was comprised of:

$3.7 million in operating surplus. The District's goal is to maintain an operating surplus of $2 million, approximately 4% of operating expenses.

$19.6 million in capital surplus. At June 30, 2016, this surplus consisted of $17.9 million in tangible capital assets and $1.7 million in local capital, which is an internally restricted fund for capital purchases.

School districts can apply their accumulated operating surplus against a budgeted deficit for the year. In each of the last five years, the District has applied accumulated operating surplus against a budgeted operating deficit.

The District does not allocate its current year's operating surplus when developing the upcoming year's preliminary budget in March, as the year is not complete at that time. Rather, funds from the accumulated operating surplus are allocated the following February when the amended budget is prepared, resulting in funds not being fully utilized in the short time remaining in the year.

For more certainty in developing the preliminary budget, the District should allocate the prior year’s known surplus which would allow a full year to utilize the funds.

Financial Management

Accumulated Surplus

Budgeting and Forecasting

53


Cariboo-Chilcotin does not have written policies or procedures on budget monitoring. However, starting in February 2017, the Districtbegan formalizing its budget monitoring process by requesting written explanations for budget variances. Every two months, the Secretary-Treasurer presents to the Board major budget issues identified, but does not include a detailed budget variance analysis.

Cariboo-Chilcotin does not align the budget, including program spending, with its strategic goals. In addition, the District has not created long-term financial forecasts.

* * *

We would like to thank the management and staff of Cariboo-Chilcotin School District, as well as the other stakeholders who participated in and contributed to this review, for their cooperation and assistance.

Chris D. Brown, CPA, CA, CIA

Assistant Deputy MinisterInternal Audit & Advisory ServicesMinistry of Finance

54


Introduction

Cariboo-Chilcotin School District (Cariboo-Chilcotin or the District) is one of 60 school districts in the province, each governed by an elected Board of Education. Boards represent the public interest and reflect local values in education while governing in accordance with provincial legislation.

The British Columbia School Trustees Association, the representative for all school boards in British Columbia (BC), and the Ministry of Education (the Ministry) entered into a Memorandum of Understanding in December 2014. This memorandum recognizes the individual and shared responsibilities of a board and the Ministry:

to effectively and efficiently manage public resources in a fiscally sustainable manner; and

to support a strong and successful public Kindergarten to Grade 12 education system.

School district funding comes primarily from provincial government grants. The total of all provincial grants distributed to school districts within BC for the 2015/16 school year was $4.8 billion, with Cariboo-Chilcotin receiving $50.6 million in operating grants, as well as $3.3 million in other provincial grants.

As of September 2016, Cariboo-Chilcotin employed approximatively 550 full-time equivalent (FTE) staff to deliver educational services to approximately:

2,310 students in Kindergarten to Grade 7 at 13 elementary schools;

175 students in Kindergarten to Grade 10 at six elementary-junior secondary schools;

1,850 students in Grade 7 to Grade 12 at two secondary schools; and

220 online and alternative school students.

The Cariboo-Chilcotin School District is located in the interior of BC, and covers an area of 61,000 km2. Williams Lake and 100 Mile House are the two primary urban centers while a number of smaller communities are located throughout the District.

55


The District is characterized by widely dispersed populations, long travel distances, and low enrolment numbers in rural and remote schools that result in more multi-grade classrooms. Consolidation and re-structuring is more challenging in these remote communities due to the significant impacts school closures would have on students and communities.

As illustrated in the following chart, District-wide student enrolment has declined by 23% over the past ten years, which is more than twice the peer average decline of 11%.

Source: Ministry of Education data

Since provincial funding is associated with student enrolment, this decline has brought about many changes within the District including funding reductions offset by funding protection, school closures and reduction of staffing levels.

-25%

-20%

-15%

-10%

-5%

0%

10 Year Enrolment Trend

Provincial Average

Peer Average

Cariboo Chilcotin

56


As shown in the following table, District enrollment includes a higher percentage of English language learners and Aboriginal students than their peer districts but fewer special needs students.

English Language Learners

AboriginalSpecial Needs

Cariboo-Chilcotin 6.8% 29.2% 4.3%

Peer Average 3.2% 25.4% 6.0%

Provincial Average 11.4% 10.8% 5.1%


57


Purpose, Scope and Objectives

The purpose of reviewing school districts is to identify opportunities for improvement, efficiencies and cost savings in overhead and non-instructional functions and to examine planning, forecasting and financial performance within the school districts selected for review.

Cariboo-Chilcotin is the third District selected as part of a numberof planned reviews. The review evaluated and, as appropriate, made recommendations relating to the following:

1. Non-instructional functions, including:

a) staffing levels, to identify opportunities to redirect savings to benefit students; and

b) administration, operations and maintenance, transportation and information technology.

2. Financial performance in non-instructional functions including:

a) operating costs, administrative costs and employee compensation;

b) forecasts, to help plan, budget and manage costs;

c) cost mitigation and shared services strategies, including the identification of potential non-instructional efficiencies and economies of scale; and

d) short and long-term planning including utilization of capital and related resources.

3. Other matters that arose over the course of the review as deemed appropriate by the review team.

The findings, including best practices, identified in this and other reports may be relevant and useful to inform other school districts and aid in making any necessary changes or improvements in their district practices.

School district governance structure and processes were excluded from this review as an independent review was completed in 2013,with recommendations for enhancement.

58


Approach

Working with an Executive Steering Committee, Internal Audit & Advisory Services conducted a broad review of the Cariboo-Chilcotin School District. The approach included:

conducting interviews with key management and staff across the District and related stakeholders;

reviewing and analyzing legislation and policies;

researching comparable information from other relevant organizations and other jurisdictions;

reviewing and analyzing financial reports and variance reports; and

reviewing and analyzing key operations, processes and information technology (IT) systems.

For the purpose of evaluating performance, the review compared Cariboo-Chilcotin to other BC school districts using an average of all districts in the province (provincial average). The provincial average includes districts with broad range of population densities and distinct geographic and climate differences. These factors can significantly affect the various ratios used in comparison.

To enable a more relevant comparison, the review also used a peer group made up of districts with characteristics similar to Cariboo-Chilcotin in areas such as student enrolment, geographic size and number of facilities. The peer group used for comparison in this report is comprised of the following school districts:

SD5 Southeast Kootenay

SD8 Kootenay Lake

SD59 Peace River South

SD60 Peace River North

SD82 Coast Mountains

SD91 Nechako Lakes

59


The Ministry requires school districts to submit cost and FTE data by functional area. Although this information is not audited, the Ministry provides sufficient guidance such that the data remains useful for district comparisons.

In some cases, comparisons amongst school districts were limited, as the financial reporting required by the Ministry does not provide enough detail to permit analysis of certain types of costs. For example, IT costs are included in total maintenance and operations, making detailed comparisons difficult.

60


Overall Conclusion

The Cariboo-Chilcotin School District is one of 60 school districts in the Province of British Columbia, delivering K-12 education to approximately 4,550 students in 21 schools in the interior of British Columbia. Over the past five years, students in the District had a 74% completion rate, the same as its peer districts, while the provincial average was 86%. The District consists of a widely dispersed population which results in low enrolment numbers and more multi-grade classrooms in rural and remote schools.

The District has experienced a 23% decline in student enrollment over the past ten years. Since 2011/12, six schools were closed and two were consolidated, reducing capacity by 1,500 available spaces. Their capacity utilization has increased to 76%, which is higher than their peer average of 72%. The District has several surplus properties which should be addressed to free up resources that can then be used to support the education of students and maintain facilities.

While the District released its first three-year strategic plan, there remain opportunities to enhance its planning by integrating strategic initiatives throughout the organization and developing risk management plans. Budgeting could be more effective by including the prior year's known operating surplus in the preliminary budget and developing long-term financial forecasts.

The review also identified opportunities for strengthening procurement and improving information technology policies and practices to better manage and safeguard assets while supporting the District.

61


1.0 Administration

Each school district is led by a locally elected Board of Education that provides strategic direction to senior executives who are responsible for the administration of the District and its schools. Administration includes all programs related to the governance and management of educational, business and human resource activities.

1.1 Board of Trustees

The Cariboo-Chilcotin School Board (the Board) consists of seven trustees, including a Chairperson and a Vice-Chairperson. Trustees are elected to represent the public interest and local values in education and govern school districts in accordance with the School Act. During the school year, the Board and standing committees meet monthly.

The District has a comprehensive suite of board policies and has recently implemented a four-year review cycle to help ensure policies remain current and relevant.

Prior to February 2017, trustees received a base stipend for regularly scheduled meetings, whether attended or not. They also received additional remuneration for travel and attending special purpose meetings. As shown in the following graph, total remuneration has been higher when compared to the peer average.

Source: School District Statement of Financial Information 2015/16Note: Cariboo-Chilcotin Vice-Chairperson remuneration less than average "other trustees" due to meeting absences.

$-

$5,000

$10,000

$15,000

$20,000

$25,000

Chairperson Vice-Chairperson Trustees

2015/16 Trustee Remuneration

Cariboo-Chilcotin

Peer Average

62


As attendance at regular meetings had been an issue for some trustees, the Board revised its remuneration policy in February 2017 to:

reduce the base stipend;

compensate for all meetings attended; and

deduct from the base for missed regularly scheduled meetings.

The District does not expect these changes to affect the overall Board remuneration budget.

Trustees receive professional development funding, and attend conferences and training sessions both within and outside the District. Total Board expenses for 2014/15 and 2015/16 were approximately $37,500 per year. Based on samples reviewed, theBoard expenses were reasonable and in line with District policies.

1.2 Strategic Planning

Effective strategic planning provides a roadmap for an organization to ensure long-term goals are achieved and helps to focus and prioritize departmental activities. In the fall of 2016, the District released its first three-year strategic plan which was developed by the Board with input from key stakeholders. The plan includes 12 objectives and 45 action items intended to support achieving four key goals, which are:

Excellence in Education, Choice and Opportunity;

Clear and Transparent Communication;

Sound and Efficient Fiscal Management; and

Embracing our District's Unique Factors.

The District has begun work to meet the strategic plan objectives. For example, the District has established and implemented policies to guide engagement with internal and external stakeholders, with the goal of providing clear and transparent communication.

63


In preparing to make key decisions, such as approving budgets and potential school closures, the District actively engages the public and other stakeholders. The engagement includes facilitating web-based data collection, soliciting written feedback, holding public forums, and increasing opportunities for public participation at board meetings.

There remain opportunities to further enhance the District's strategic planning by incorporating the following best practices:

ranking or prioritizing initiatives;

promoting integration of strategic initiatives throughout the organization; and

promoting accountability by implementing time-bound deadlines, including measurable outcomes, and assigning responsibility for task completion.

While Cariboo-Chilcotin has policies for risk events, such as extreme weather and threats of violence, the District does not formally prepare or maintain a risk register. The identification of significant risks, including IT risks, and the development of mitigation strategies is an important component of strategic planning. Maintaining a risk register is key to this process as it provides a summary of organizational risks and mitigation strategies. An executive-level committee should direct and monitor the risk management process.

Beginning in the 2016/17 school year, the Ministry expects each school district to develop a plan to address how it will enhance student learning along three goals: intellectual, human and social, and career development. An intended outcome of this plan is that it will complement the District’s strategic planning process. Cariboo-Chilcotin has not yet developed their plan and the Ministry is not yet monitoring whether school districts have them in place.

Recommendations:(1) Cariboo-Chilcotin School District should ensure that

integrated strategic planning is implemented across the organization.

(2) Cariboo-Chilcotin School District should implement a formal risk management plan.

64


1.3 District and School Administration Costs

In 2015/16, Cariboo-Chilcotin spent approximately $5.6 million on district and school administration. District administration includes activities related to educational leadership and management of business and financial operations. School administration includes supporting the delivery of instructional services and other business operations within schools and non-teaching time for school administrators (principals and vice-principals).

Of the total administration costs, the District spent approximately $5.1 million (91%) on salaries and benefits and the remainder on services and supplies. Total administration costs are comparable to peer districts despite Cariboo-Chilcotin having four more schools than the peer average in 2015/16.

DistrictStudent

FTEs

Total Administration

Costs

Cost per

Student

% of Total Operating

Costs

Numberof

Schools

Cost per School

Cariboo-Chilcotin 4,553 $5.6 million $1,230 11% 22 $255,000

Peer Average 4,584 $5.5 million $1,200 11% 18 $306,000

Source: Ministry of Education data & Class Size Summary ReportsNote: Subsequent to the 2015/16 year, an additional school was closed. Therefore the total number of schools for 2016/17 is 21.

From 2011/12 to 2015/16, the number of schools in the Districtdecreased with five school closures and the consolidation of two secondary schools. While the District's staffing level decreased slightly, an increase in salaries and benefits resulted in total administration costs remaining stable. Since the number of schools has decreased, Cariboo-Chilcotin's administration costs per school have increased by 27% but remain lower than both the peer and provincial averages.

1.4 Staffing

School districts consider many factors when allocating teachers, school administrators, education assistants (EA) and support staff to their schools and facilities. These factors can include employee attrition and enrolment projections.

65


Recent enrolment declines within the District as well as the remote location of some schools further increases the complexity in allocating staff and determining class sizes, which have historically been lower than peer and provincial averages.

Over the past five years, the total FTE complement decreased by 4.5% while student enrolment decreased by 11% over the same period. While teacher and principal staffing levels generally mirrored changes in enrolment, EAs and support staff were more stable.

Cariboo-Chilcotin's student-to-school administrator (principal and/or vice-principal) ratio is lower than peer and provincial averages. Each school is allocated one principal, resulting in fewer students per principal at remote schools (22 students per principal), whereas the ratio at the remaining schools is higher (169 students per principal).


Administrative and instructional time for principals and vice-principals vary, depending on the number of students at each school. For example, in remote schools with low enrolment, instructional duties can make up 90% of a principal's time, with 10% reserved for administrative duties.

0

50

100

150

200

250

Students per School Administrator

Provincial Average

Peer Average

Cariboo Chilcotin

School Administrators

66


In September 2016, half of the District's approximately 550 FTEs were teachers. Student enrolment has declined by 11% since 2011/12, and while Cariboo-Chilcotin has reduced the number of teachers by 8.6% over the same period, the District still has fewer students per teacher than peer and provincial averages.


Remote schools have lower enrolment and smaller class sizes, averaging nine students per teacher. Class sizes in the District's remaining schools are higher, increasing the overall students per teacher ratio.

Recruiting full-time teachers and qualified substitute teachers (Teachers Teaching on Call or TTOC) is noted as the primary human resource challenge facing the District. Currently the Districtrecruits teachers initially from its pool of qualified TTOC. The recent Supreme Court of Canada decision overturning class size limitations is expected to increase demand for teachers across the province, which will intensify recruiting challenges.

13

14

15

16

17

18

19

20

2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

Students per Teacher

Peer Average

Provincial Average

Cariboo Chilcotin

Teachers

67


The impact of recruiting challenges is most evident at remote schools where the availability of qualified substitutes is limited. As illustrated in the following table, qualified TTOCs, retired teachers and EAs were only available to cover 65% of the teacher absences in these schools.

Teacher Substitutes %

Teachers/TTOC's

65%

32%

Retired Teachers 9%

EA 24%

First Nations Liaison Worker

35%

2%

Non-Certified TTOC 16%

Custodians/Bus Drivers 7%

Parents 10%

Total 100%

Source: Based on a four-year sample of remote schools provided by Cariboo-Chilcotin

Education assistants work directly with special needs students as well as support teachers in the classrooms. The District allocates EAs based on the level of support needed and the overall number of special needs students. Over the past five years, the District has added seven EAs, bringing the total to 77 in 2015/16. Increasing the total number of EAs lowered the District's students per educational assistant ratio. However, the ratio remains higher than peer and provincial averages.


0

10

20

30

40

50

60

70

80

2011-2012 2012-2013 2013-2014 2014-2015 2015-2016

Students per Education Assistant

CaribooChilcotin

ProvincialAverage

Peer Average

Educational Assistants

68


Support staff includes maintenance and technology staff, library technicians, clerical assistants and other professionals. In 2009/10 and 2010/11 support staff FTEs were reduced by 14. Since then, these FTEs have remained relatively stable. Due to the continued decline in student enrolment, the students to support staff ratio is now marginally lower than the peer average as illustrated below. These are both lower than the provincial average of 43.


1.5 Compensation

The District spent approximately $45.5 million on salaries and benefits in 2015/16, a decline of 3.8% since 2011/12. This represents 88% of total operating expenditures.

Cariboo-Chilcotin has three employee groups:

1. Excluded management (includes Superintendent, Secretary-Treasurer, directors, managers and school administrators);

2. Teachers; and

3. Support staff represented by the International Union of Operating Engineers (IUOE) Collective Agreement.

28

30

32

34

36

38

40

42

44

46

Students per Support Staff

Provincial Average

Peer Average

Cariboo Chilcotin

Support Staff

69


Conditions of employment for excluded employees are included in each employee's personal service contract as there is no compensation policy for this employee group. Although the sample of personal service contracts reviewed was in accordance with BC Public School Employers' Association guidelines, implementing an overarching excluded compensation policy would enhance comparability, accountability and transparency.

Teacher compensation is determined by the Provincial CollectiveAgreement and support staff compensation is prescribed in the IUOE Collective Agreement. The Board determines the Superintendent's base salary, which has not changed in the last five years, and is lower than the peer average.

Extended health and dental benefits available to the District's employees are comparable to the BC public service. However, entitlements for service recognition, vacation, and sick leave increase total compensation.

Financial service recognition benefit plans are available for IUOE members as well as principals and vice-principals. Total payments to each group over the past five years were $503,000 and $475,000, respectively.

After ten years of continuous service, IUOE employees who resign, retire, or are terminated are entitled to two days’ pay for each year of service, to a maximum of 50 days. The average payout over the past five years is approximately $5,600. By comparison, BC public service employees are eligible for a retirement allowance after age 55, ranging from 21.75 days for 20 years of service, to 65.25 days for 30 or more years of service.

Principals and vice-principals are the only excluded employees who receive retirement allowances, with the average payout over the past five years being approximately $26,000 per person. The Cariboo-Chilcotin Administrator's Association oversees the benefit calculations and disbursements of this plan. While the Districtfunds this plan through an $80,000 annual contribution, it has no role in determining amounts paid to retiring employees.

The Cariboo-Chilcotin Administrator's Association does not share its payment formula with the District. While the District is accountable for these retiring allowances, the current arrangement prevents them from demonstrating fair and transparent compensation practices.

Service Recognition

70


Vacation entitlements vary between employee groups and unused vacation time is paid to employees at the end of each year. Total vacation payouts to support staff and excluded employees over the past five years amounted to $1.1 million.

Excluded employee vacation entitlements vary depending on position, and are described in each personal service contract. On appointment employees at the director level or above receive 30 days of annual vacation. This increases by five days for each three years of service to a maximum of 45 days per year.

In addition to their vacation entitlement, employees at this level may be granted up to an additional 21 days by the Superintendent in recognition of attending weekend and evening Board meetings. These additional days are not paid out if unused, but can be used before regular vacation days which can be paid out if unused.

Recommendations:(3) Cariboo-Chilcotin School District should develop and

implement an excluded compensation and benefits policy.

(4) Cariboo-Chilcotin School District should address the lack of oversight and transparency over the service recognition program for principals and vice-principals.

1.6 Human Resource Management

Cariboo-Chilcotin does not currently have a formal attendance management system in place. Although the District relies on principals and managers to monitor and manage staff absences, it is not able to provide sick leave usage data to facilitate any analysis. However, software has recently been acquired that allows for attendance management and more in-depth analysis.

IUOE employees who were hired under the previous collective agreement are paid unused sick leave, on a pro-rated basis depending on tenure, at the end of their employment with the District. Over the past five years, these payments totaled $488,000. This clause has been removed from the current IUOE Collective Agreement.

Vacation Entitlement

71


While there are variances in sick leave eligibility and accumulation rates, there is no limit on total accumulation. Unused sick leave for the District's other employee groups has no cash value. Each group may carry over, accumulate and draw from unused sick leave; however, teachers are able to draw up to 120 days in a school year for the same illness.

The District does not conduct employee performance evaluations, doing so would provide a communication channel for managers and employees to discuss strengths and weaknesses, and encourage improved performance.

Recommendations:(5) Cariboo-Chilcotin School District should ensure it has a

formal attendance management program.

(6) Cariboo-Chilcotin School District should conduct regular employee performance evaluations.

1.7 Procurement

In 2015/16, Cariboo-Chilcotin purchased $8.6 million in supplies and services for its schools, trades and capital construction. This included $2.4 million in procurement through special purpose funds (for example, school generated and learning improvement funds). District managers are responsible for their department's procurement of supplies and services while the finance department oversees the process.

The District's procurement policy was last updated in 2009 and is currently being reviewed. The District advised that it follows its policy however; key documentation was not readily available for a number of the contracts sampled. Missing documentation included evidence of planning, evidence of a competitive process and appropriate justification for directly awarded contracts.

In addition, the District does not have a clearly documented procurement process that includes guidelines for planning, tendering, and awarding contracts. Adequate planning includes an appropriate business case with an assessment of needs and alternatives. Issue resolution and modifying contracts should also be included as part of contract management guidelines. A clearly documented process on awarding and managing contracts should demonstrate fair and transparent procurement practices as well as value for money.

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Government's Core Policy and Procedures Manual (CPPM)provides comprehensive procurement guidelines. Following the spirit and intent of the CPPM would provide school districts with a more robust procurement policy and ensure compliance with relevant trade agreements.

School districts have access to group purchasing pricing for goods and services such as school supplies, learning resources, and school buses. While Cariboo-Chilcotin has not established procurement policies in this area, the District takes advantage of group purchasing prices when practical.

The District does not use a purchase order system which could prevent duplicate orders and provide a record of agreed upon prices.

A review of payment timing was conducted on a sample of invoices and concluded that Cariboo-Chilcotin pays its vendors in a timely manner, averaging 22 days from the invoice date.

Recommendation:(7) Cariboo-Chilcotin School District should develop

procurement policies, procedures and practices which align with the spirit and intent of Government procurement policy.

1.8 Information Technology

The IT department is responsible for supporting business applications and infrastructure. IT expenses have accounted for an average of approximately $1.3 million (2% of operating expenses)over the past five years.

Each year, the IT department develops a set of priorities and projects to be undertaken. Although the process to develop these priorities and projects is not fully integrated with overall strategic planning or budgeting, the IT department was recently included as part of the District's monthly budget review process in an effort to ensure sufficient funding for projects. Integrating the IT planning process with strategic objectives, including a structured and documented analysis of technological needs, opportunities and associated risks, would better demonstrate how IT priorities and projects support the District's Strategic Plan.

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Business cases are not currently required to support IT projects. A business case should document expected project costs, benefits, and risks to be managed. Requiring business cases is consistent with good procurement practices and the CPPM.

The IT department informally manages technological risks during weekly department meetings. To better manage the IT risks or threats facing the District, management should develop an IT risk register to help them identify, assess and develop strategies to mitigate these risks.

While the District has developed some policies on IT security, these are incomplete. Comprehensive IT security policies would outline security standards for users, management and technical staff that access IT resources and confidential data.

There is no structured IT security training program available. Ad-hoc initiatives, such as presentations and consent forms that promote the importance of IT security, are made available to some users. A structured IT security program would help users prevent, detect, and report attacks and issues in an appropriate and timely manner.

Other opportunities to strengthen IT security and management include:

improving user account management;

enhancing monitoring and protection of the IT network; and

improving incident management for tracking IT security incidents, their impact and resolution.

Cariboo-Chilcotin lacks policies and procedures for several key IT processes, such as change management and data classification. In addition, the District does not maintain a complete inventory of its IT assets or comprehensive system documentation. These policies and documents would improve system security, reliability and asset management practices.

IT Security

IT General Controls

74


A business continuity plan and disaster recovery plan provides an organization with a roadmap to restart its critical business functions following an emergency or disaster. The District would benefit from developing business continuity and disaster recovery plans to minimize the impact of disruptions on key business areas and to recover key systems.

Recommendations:(8) Cariboo-Chilcotin School District should ensure business

cases are developed to inform key investment decisions and initiatives.

(9) Cariboo-Chilcotin School District should ensure that it has comprehensive information technology policies, procedures and practices.

(10) Cariboo-Chilcotin School District should develop, implement and periodically test Business Continuity and Disaster Recovery Plans.

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2.0 Facilities

The Facilities Department is responsible for facility planning, maintenance and upkeep of District buildings and grounds, health and safety programs, energy management, and transportation. Operating costs in 2015/16 were $7.7 million, of which nearly 60% was attributed to salaries and benefits. Over the past five years, departmental expenditures increased by 2.6%, despite a decrease in the number of schools.

Cariboo-Chilcotin school facilities include:

thirteen elementary schools;

six elementary-junior secondary schools located in remote communities; and

two secondary schools.

Other District properties include:

support services and alternative education centres;

teacher accommodation in remote areas;

the administrative and facilities offices;

six closed schools; and

additional surplus properties.

School districts are responsible for determining the number of facilities to own and maintain. Each district needs to strike a balance between meeting current and future student needs, minimizing unnecessary costs and ensuring adequate resources while considering community input. Schools in remote, isolated communities become an important element of the community, making closure decisions even more difficult. The significant enrolment declines over the past ten years have resulted in school closures and a re-examination of District facilities.

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2.1 Facilities Planning

The Ministry's 2016/17 Capital Plan Instructions describe a Long Range Facilities Plan (LRFP) as a comprehensive plan outlining how a district will manage its school facilities to deliver its educational programs.

Following public engagement, and in keeping with Ministry direction, the District developed its LRFP in 2013, which discussed its current state, enrolment projections and challenges for the future. Specifically, the LRFP noted that "only major economic changes in the region would bring about an increase in the school aged population" and recommended closing four schools. These four schools were closed the following year, which according to the District resulted in one-time and ongoing savings of $1.2 and $1.1 million, respectively. Subsequently, the District has closed two additional schools.

By closing schools, the District reduced capacity by 1,500 available spaces. This reduction increased the District's overall capacity utilization index to 76%, which is above the 72% average of peer districts.

Within the District there are significant variances in capacity utilization between remote schools that average 24%, and the remaining district schools that average 81%. Despite havingsmaller facilities, remote schools also have much lower enrolment resulting in these variances.

In 2016, following public engagement, the District published a Rural Plan. The plan recognized low enrolment at rural and remote schools while also acknowledging local concerns. Recommendations included maintaining existing programming and configurations at rural schools, as well as developing mentoring supports and learning communities for teachers and transition support for students.

While the District has successfully implemented recommendations from both plans, it could benefit from reassessing current and long-term facility requirements and updating its LRFP.

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2.2 Capital Projects and Funding

Capital projects include the purchase of land, construction of new schools, and additions or renovations of existing facilities. These projects begin after approval by the Board and, if necessary, the Ministry depending on the source of funding.

Each year, school districts are required to submit five-year capital plans detailing high priority projects within their districts. MajorMinistry funding programs, for which the District is most likely eligible, include:

School Enhancement Program (SEP). This program is designed to improve the safety and function of schools and extend their useful life. Eligible projects must cost between $100,000 and $3 million and may include: electrical and energy, health and safety, mechanical (including heating venting and air conditioning) and roofing upgrades. Funds must be utilized by March 31 of the following school year.

Carbon Neutral Capital Program. This program is a $5 million per year province-wide program to provide specific funding to energy-efficient projects that lower a district's carbon emissions.

Expansion, Replacement, and Renovation projects. These projects must be supported by enrolment projections or facility condition reports.

Since the SEP was created in 2015, all districts in the peer group have received funding for their projects though Cariboo-Chilcotinhas not taken advantage of this program as much as it could have. In one of the three years the District did not submit a funding request as it did not identify any projects that could be completed within the required timeline. Having a range of projects, which vary in cost and type, will increase the likelihood that the District could maximize its funding opportunities through the SEP.

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In addition to provincial funding, the District can use funds from its local and restricted capital accounts to support capital projects. The total balance of these accounts is $3.8 million which is $2.9 million greater than the peer average. These accounts have grown over the past five years primarily due to operating surplus allocations and the sale of surplus school properties. While both accounts have been earmarked for specific projects, the projects are unlikely to progress due to changing cost estimates and lack of additional ministry funding.

The District recently listed six surplus properties for sale and sold three for $437,000. Minimum bids were not received for the remaining three. In addition to the three unsold properties, the District owns other surplus properties. According to the District, these properties have an uncertain market value; however, it is in the process of determining the best course of action.

Over the past five years, the District completed three major capital projects:

Peter Skene Ogden Secondary School Additions Project which cost $1.9 million, funded by Restricted Capital;

Cataline Elementary Boiler Building Project which cost $541,000, funded by the Carbon Neutral Capital Program, SEP, and the Annual Facilities Grant; and

100 Mile Bus Facility Addition Project which cost $491,000, funded by the Annual Facilities Grant.

Each project, supported by an engineering report and signed contract, was generally managed in accordance with Ministry capital procurement guidelines.

Surplus Properties

Completed Capital Projects

79


The process could be improved by conducting post-completion reviews and requiring conflict of interest declarations. Post-completion reviews are recommended best practices as they help identify project goals achieved or missed, and establish lessons learned. Conflict of interest declarations are key to identifying and managing potential conflicts.

Recommendations: (11) Cariboo-Chilcotin School District should take advantage of

funding opportunities under the School Enhancement Program.

(12) Cariboo-Chilcotin School District should develop a plan to address their surplus properties.

(13) Cariboo-Chilcotin School District should incorporate conflict of interest declarations and post-completion reviews for capital projects.

2.3 Operations and Maintenance

The Facilities Department provides operations and maintenance services to school district facilities that include trade and custodial services, health and safety, and energy management.

A recently completed long range maintenance plan was developed using consultant reports, Ministry facility condition assessments, and local knowledge. This plan provides the District with a long-term view of upcoming maintenance needs and costs.

A work order system facilitates the management of maintenance jobs, in addition to tracking hours and costs which enableperformance monitoring and measurement. In most years, the District processes between 4,000 and 5,000 maintenance work orders.

Formal quality control inspections are not conducted on work orders completed by internal trades. Instead, the District relies on trade certified staff performing their work to applicable standards.

Trade Services

80


Custodians are allocated to schools on a square footage basis. Although casual custodians are available to cover absences, there are scheduling challenges due to insufficient numbers of casual workers and from late reporting of absences. Recently the Districttrialed a "custodial spareboard" whereby two full-time employees are available to cover absences on short notice. Timely reporting of absences has yet to be fully addressed.

The District does not conduct formal quality control inspections of work performed by its custodial staff. Instead, it is incumbent on school staff to report any sub-standard work.

The District's energy usage does not qualify it for BC Hydro and FortisBC funding towards energy specialist salaries. Instead, the District contracts an energy management consultant to:

establish energy and greenhouse gas reduction targets;

identify improvement opportunities;

oversee implementation phases of energy projects;

apply for energy rebates and other third party funding; and

manage provincial greenhouse gas and carbon neutral reporting.

While the District has seen a reduction in utilities billing of $152,000 (10%) since 2011/12, it was not able to demonstrate if the savings were the result of school closures, retrofits or other energy savings initiatives.

In 2016, the District updated its Health and Safety Plan, which is currently being implemented across the District. The plan requires the District to maintain a Joint Occupational Health and Safety Committee as well as joint committees at schools to communicate health and safety issues to the Joint Occupational Health and Safety Committee. In addition to having third party reviews and inspections, the District conducts various monthly or annual inspections and tests equipment and water quality.

Recommendation:(14) Cariboo-Chilcotin School District should demonstrate

value for money from their energy savings program.

Custodial Services

Energy Management

Health and Safety

81


2.4 Transportation Services

The Ministry allocates funding to school districts based on enrolment and unique geographic factors including community size and climate, and residential distances to schools. In 2015/16, Cariboo-Chilcotin received $4.2 million based on its unique factors. In 2015/16, the District spent $3.8 million of this funding on student transportation services, of which 73% was for salaries and benefits.

The District provides in-house transportation services to approximately 2,840 students at no charge. In addition, approximately 60 private school students are provided transportation, with each one charged $36 per month. Cariboo-Chilcotin provides transportation for all students with special needs and students residing more than:

4.2 km from their school for Grades K-3; and

4.8 km from their school for Grades 4-12.

Average travel time for students is 55 minutes per day; although, it can be up to four hours per day.

Remote schools do not have as wide a range of course offerings due to their low enrolment numbers. To assist students in attending school in a larger center, the District offers a boarding allowance to students whose grade or program requirements are not offered in their home communities.

The District owns and operates 68 buses including 13 spares, the lowest spare bus ratio among its peer districts. Most bus maintenance is provided in-house according to a regular preventative maintenance schedule.

Cariboo-Chilcotin received a total of $739,000 under the new Student Transportation Funding announced by the Ministry in 2016/17. With this new funding, the District plans to:

conduct a comprehensive review of its current bus routes;

add new routes to reduce ride times; and

restore the budget for the mechanical department.

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3.0 Financial Management

Over the past five years, Cariboo-Chilcotin's revenues (consisting of operating, special purpose, and capital fund grants) have averaged $59.9 million. During that period, operating surpluses have ranged from $48,000 to $1.5 million, except in 2012/13, when a small deficit of $268,000 was incurred.

3.1 Operating Fund

The primary source of operating funds for the District is an operating grant from the Province. In 2015/16, the grant was $50.6 million, which formed the majority of the $53.9 million in provincial grants received for the year.

The Ministry determines the total operating funding available to all school districts and allocates this based on a formula driven primarily by student enrolment. The formula includes a basic amount for each student and additional funding for a number of specific circumstances, including each district's unique student needs (for example, students with special needs), salary differential and geographic factors.

Over the past five years, the provincial basic grant per student increased from $6,784 to $7,158 whereas the provincial grant supplement for students with unique needs has remained the same. In 2015/16, the District’s operating grant included $5.5 million for students with unique needs, ranging from $1,195 to $37,700 per student. The grant also included $9.8 million for geographic factors and $3.1 million in funding protection.

School districts with declining enrolment are eligible for funding protection and enrolment decline funding. These programs are in place to assist school districts in maintaining educational services while adapting to lower enrolment levels. For example, while enrolment decreased by 11% over the past five years, the District's operating grant decreased by only 4% due to funding protection.

In 2015/16, Cariboo-Chilcotin received approximately $2 million in revenue from a number of other sources including First Nation Bands, facility rentals, tuition fees and interest on investments.

Operating Grant

Other Revenue

83


First Nations students who live on reserves and attend public schools are funded by the federal government. Over the past five years, Cariboo-Chilcotin's revenue from First Nation Bands has ranged from $918,000 to $1.7 million per year.

Revenue from facility rentals and leases have averaged $122,000 per year over the past five years. The District also has a joint use agreement with local governments and a university to allow the parties priority use of available facilities. Annual investment income averages $112,000.

3.2 Operating Expenditures

Approximately 88% of Cariboo-Chilcotin's operating expenditures consist of salaries and benefits, with the remaining expenditures including items such as supplies and services.

The graph below shows the trend of Cariboo-Chilcotin's operating expenditures over the last five years. During that period, operating expenditures were consistently lower than the preliminary and amended budgets by a variance of 3% and 5%, respectively.


Cariboo-Chilcotin has developed policies and procedures to incorporate best practices in their financial management activities. The District's travel policy is comparable to the BC public service's policy with minor exceptions. Travel, meetings and career development expenses reviewed were generally found to be supported, reasonable and in line with the District's policy.

$48

$50

$52

$54

$56

$58

2011/12 2012/13 2013/14 2014/15 2015/16

Preliminary Budget Amended Budget Actual

Operating Expenditure Comparision

84


In February 2015, the provincial government directed school districts across the province to find $54 million in annual administrative savings by June 2017. Cariboo-Chilcotin’s portion amounted to $571,000 ($311,000 in 2015/16 and a further $260,000 in 2016/17). The District is on track to meet its savings target over the two years.

In May 2016, the Ministry announced that the administrative savings of $25 million for 2016/17 would not be deducted from the operating grants, allowing school districts to use the savings at their own discretion.

3.3 Accumulated Surplus

An accumulated surplus is the amount by which a school district's assets (financial and non-financial) exceed its liabilities and includes both operating and capital surpluses. School districts are able to carry unused funding from one year to the next in the form of accumulated surplus for use in the future to offset an operating shortfall (deficit).

As of June 30, 2016, Cariboo-Chilcotin's accumulated surplus was $23.3 million, comprised of $3.7 million in operating surplus and $19.6 million in capital surplus.

An operating surplus is the amount by which a district's revenue exceeds expenses in a given year. Historically, the District has transferred a portion of the operating surplus to its local capital, internally restricted operating and unrestricted operating funds.

Administrative Savings Plan

Accumulated Operating Surplus

85


Over the past five years, Cariboo-Chilcotin's accumulated operating surplus increased by 5% from $3.5 million to $3.7 million, while the peer average increased by 7%. The $1.1 million increase in 2013/14, was primarily due to savings from the job action that occurred during that year. As shown in the graph below, the District's accumulated operating surplus has been consistently higher than the peer average.

Source: Cariboo-Chilcotin data

The Ministry currently does not set a specific percentage that each school district should maintain as an accumulated operating surplus. It is up to each school district to determine the amount that best meets its specific needs and circumstances. The Districtadvised that its goal is to maintain an operating surplus of $2 million (approximately 4% of operating expenses). At the end of 2015/16, the District's accumulated operating surplus was 7% of operating fund expenses, slightly higher than the peer average (5%).

The District's capital surplus is made up of two categories: tangible capital assets (for example, land, buildings and vehicles) and local capital (funds that are internally restricted for future capital asset purchases). As of June 30, 2016, the District had $17.9 million in tangible capital assets and $1.7 million in local capital.

Cariboo-Chilcotin's local capital surplus has increased from $0.1 million in 2011/12, to $1.7 million in 2015/16.

Cariboo-Chilcotin Peer Average

Accumulated Operating Surplus

Accumulated Capital Surplus

86


3.4 Budgeting and Forecasting

The budget development process follows Ministry prescribed instructions and templates.

School districts can apply their accumulated operating surplus against a budgeted deficit for the year; however, they may not develop a budget resulting in an accumulated deficit without approval from the Minister of Education. In each of the last five years, the District has applied accumulated operating surplus against a budgeted operating deficit.

The budgeting cycle begins in February when each school district submits its estimated student enrolment for the following school year to the Ministry. Based on these estimates, each school district is advised in March of the projected funding it will receive. Preliminary budgets are approved by school district boards and submitted to the Ministry by June 30. The budget is amended once per year in February and approved by the Board.

Aside from the funding allotment and providing instruction manuals and templates, the Ministry's role in the budgeting process is limited. Support is available to ensure the templates are completed correctly, but it is up to each school district and board to develop, approve and monitor its own budget.

Cariboo-Chilcotin does not have written policies or procedures on budget monitoring. However, starting in February 2017, the Districtbegan to formalize its budget monitoring process by requesting written explanations for budget variances from department managers and administrators. As well, every two months, the Secretary-Treasurer presents the Board with major budget issues identified, such as cost pressures and savings. However, this reporting does not include a detailed budget variance analysis.

The District does not allocate its current year’s operating surpluswhen developing the upcoming year's preliminary budget in March, as the year is not complete at that time. Rather, funds from the accumulated operating surplus are allocated the following February when the amended budget is prepared, resulting in funds not being fully utilized in the time remaining before the end of the year.

For more certainty in developing the preliminary budget, the Districtshould allocate the prior year's known surplus, which would allow a full year to utilize the funds.

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Cariboo-Chilcotin can also benefit from aligning the budget, including program spending, more directly with its strategic goals. Alignment with strategic goals would help ensure that the Districtprioritizes its resources effectively.

Historically the District has not created long-term financial forecasts but does develop a three-year forecast of student FTE enrolment on which revenue projections are based.

Recommendations:(15) Cariboo-Chilcotin School District should strengthen its

budget monitoring practices.

(16) Cariboo-Chilcotin School District should improve its budgeting practices to better utilize operating surpluses.

(17) Cariboo-Chilcotin School District should implement regular long range budgeting that aligns with its strategic plan.

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Appendix 1 – Summary of Recommendations

1Cariboo-Chilcotin School District should ensure that integrated strategic

planning is implemented across the organization.

2Cariboo-Chilcotin School District should implement a formal risk

management plan.

3Cariboo-Chilcotin School District should develop and implement an

excluded compensation and benefits policy.

4

Cariboo-Chilcotin School District should address the lack of oversight and

transparency over the service recognition program for principals and

vice-principals.

5Cariboo-Chilcotin School District should ensure it has a formal attendance

management program.

6Cariboo-Chilcotin School District should conduct regular employee

performance evaluations.

7

Cariboo-Chilcotin School District should develop procurement policies,

procedures and practices which align with the spirit and intent of

Government procurement policy.

8Cariboo-Chilcotin School District should ensure business cases are

developed to inform key investment decisions and initiatives.

9Cariboo-Chilcotin School District should ensure that it has comprehensive

information technology policies, procedures and practices.

10Cariboo-Chilcotin School District should develop, implement and

periodically test Business Continuity and Disaster Recovery Plans.

11Cariboo-Chilcotin School District should take advantage of funding

opportunities under the School Enhancement Program.

12Cariboo-Chilcotin School District should develop a plan to address their

surplus properties.

13Cariboo-Chilcotin School District should incorporate conflict of interest

declarations and post-completion reviews for capital projects.

14Cariboo-Chilcotin School District should demonstrate value for money

from their energy savings program.

15Cariboo-Chilcotin School District should strengthen its budget monitoring

practices.

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Appendix 1 – Summary of Recommendations (continued)

16Cariboo-Chilcotin School District should improve its budgeting practices to

better utilize operating surpluses.

17Cariboo-Chilcotin School District should implement regular long range

budgeting that aligns with its strategic plan.

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ACTION PLAN PROGRESS REPORT

In response to the Ministry of Finance Internal Audit & Advisory Services


RECOMMENDATION ACTION PLANNED TIMELINE RESPONSIBILITY

Page 1 of 3

Strategic Planning

1. Cariboo-Chilcotin School District should ensure that integrated strategic planning is implemented across the organization.

Develop a plan to roll out the new Strategic Plan to Departments and Schools across the District

2017-2018 school year Superintendent and Secretary Treasurer

2. Cariboo-Chilcotin School District should implement a formal risk management plan.

Follow up with the Ministry of Finance auditors to determine the process for preparing and maintaining a risk register.


Compensation

3. Cariboo-Chilcotin School District should develop and implement an excluded compensation and benefits policy.

Recommendation to the Board of Education that a compensation and benefits policy be developed and implemented.

Fall 2017 Superintendent and Secretary Treasurer

4. Cariboo-Chilcotin School District should address the lack of oversight and transparency over the service recognition program for principals and vice-principals.

Currently in discussions with the Principals and Vice Principals Association regarding this Plan.


Human Resource Management

5. Cariboo-Chilcotin School District should ensure it has a formal attendance management program.

Currently implementing an attendance management program through its contract with the software provider SRB (Powerschool)


6. Cariboo-Chilcotin School District should conduct regular employee performance evaluations.

Develop a plan and process to conduct employee performance evaluations, beginning with policy review by the Board of Education.


Procurement

7. Cariboo-Chilcotin School District should develop procurement policies, procedures and practices which align with the spirit and intent of Government procurement policy.

Changes are recommended to Policy 3310 Purchasing to include procedures and practices which align with the spirit and intent of Government procurement policy.

Fall 2017 Secretary Treasurer

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Page 2 of 3

Information Technology

8. Cariboo-Chilcotin School District should ensure business cases are developed to inform key investment decisions and initiatives.

Follow up with the Ministry of Finance auditors to determine what is required.

2017-2018 school year Secretary Treasurer (District Principal for Technology)

9. Cariboo-Chilcotin School District should enhance its information security practices.

Follow up with the Ministry of Finance auditors to determine what is required


10. Cariboo-Chilcotin School District should ensure that it has comprehensive information technology policies and procedures.

Follow up with the Ministry of Finance auditors to determine what is required


11. Cariboo-Chilcotin School District should develop, implement and periodically test Business Continuity and Disaster Recovery Plans.

Follow up with the Ministry of Finance auditors to determine the process for preparing and maintaining a risk register


Capital Projects and Funding

12. Cariboo-Chilcotin School District should take advantage of funding opportunities under the School Enhancement Program.

A list of projects has been prepared to proceed on short notice for any funding announced under SEP. (engineering studies have been completed)

Completed June 2017 Secretary Treasurer

(Facilities Manager)

13. Cariboo-Chilcotin School District should develop a plan to address their surplus properties.

Completed in 2016.

Plan will be reviewed on an ongoing basis.

Secretary Treasurer

14. Cariboo-Chilcotin School District should incorporate conflict of interest declarations

1. Conflict of Interest policy 1164 revised May 2017. 2017-2018 school year Secretary Treasurer

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and post completion reviews for capital projects.

2. District will incorporate conflict of interest declarations and post completion reviews for capital projects.

(Manager of Facilities and Transportation)

Operations and Maintenance

15. Cariboo-Chilcotin School District should demonstrate value for money from their energy savings program.

Begin review of energy savings program.

Fall 2017 Secretary Treasurer (Manager of Facilities and Transportation)

Budgeting and Forecasting

16. Cariboo-Chilcotin School District should strengthen its budget monitoring practices.

1. District implemented additional budget monitoring practices in January 2017

2. District will continue to strengthen its budget monitoring process on an on going basis.

Ongoing basis Secretary Treasurer

(Business Manager)

17. Cariboo-Chilcotin School District should improve its budgeting practices to better utilize operating surpluses.

On-going review of budgeting practices to improve practices to better utilize operating surpluses on an on going basis.

Ongoing basis Secretary Treasurer

(Business Manager)

18. Cariboo-Chilcotin School District should implement regular long range budgeting that aligns with its strategic plan.

Once the plan is developed to roll out the new Strategic Plan to Departments and Schools across the District then the District will develop and implement a long range budgeting process that aligns with its Strategic Plan


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open meeting of the board of education of school district ... · 9/26/2017 · open meeting of the...

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