Board Policies
The Board of Education has adopted the following statements that inform and guide the work of the district:
Purpose
Honouring, Shaping and Inspiring our Past, Present and Future
We value the histories, cultures and contributions of all who came before us. Together, we support every learner’s journey by building connected, caring communities. We empower curious, courageous, and compassionate learners who have the knowledge and skills to contribute to a changing world.
We’re committed to Truth and Reconciliation, lifelong learning, and shared responsibility for the future.
Vision
Syós:ys Iets’e th’ále, lets’emó:t (One heart, one mind, working together for a common purpose.)
Motto
Partners in Learning
Students, parents, guardians, caregivers, staff, First Nations, Rights Holders, Inuit, Métis, community members and organizations are important members of our education community and partners in learning with the Board of Education. Together we strive to create a culture of mutual respect that supports engagement and collaboration in order to achieve the shared goals outlined in our District Strategic Plan. Collectively we aim to meet the present needs of our students and our community, while remaining flexible to anticipate and respond to future priorities.
Core Values
We provide a learning and working environment where these values are central to all that we do:
1. Equity
• Each member of our school community has unique experiences, identities, strengths, and needs. We identify, prevent, and remove barriers and create inclusive, safe, and supportive spaces. We make sure everyone has what they need to thrive.
2. Inclusion
• Meaningful inclusion fosters belonging for everyone. When each learner feels respected, valued, and welcomed, they can learn, build relationships, and participate. We commit to inclusive communities where diversity is celebrated.
3. Kindness
• Kindness builds community and creates a culture of respect, empathy, and trust. With kindness, we foster a more connected and compassionate community.
4. Collaboration
• Collaboration fosters trust and a shared purpose. We share, listen, and respect all voices to connect to each other, build community, and support our learners.
5. Innovation
• Innovation encourages curiosity, creativity, and a willingness to adapt. We think critically, act with confidence, explore ideas, take risks, and respond to challenges.
The Board of Education has, as its primary role, the governance of the school district and the commitment to student achievement. The Board fulfills this role, in part, through the development and implementation of a strategic plan that establishes a vision, mission and goals to direct resources and align the work of staff.
The Board also has a foundational responsibility to competently protect the interests, image and credibility of the school district, to ensure its financial viability and to act in accordance with all applicable laws, regulations and policies.
The Board’s authority is established within the School Act and its regulations. The rights, powers, duties and liabilities of the Board rest only with the legally constituted Board, and not with committees of trustees or individual trustees.
The Board exercises its authority and responsibilities through the development of policy and the establishment of a balanced annual budget.
Guidelines
1. The Board represents the community, makes decisions with the benefit of the whole district in mind and is accountable to the community.
2. The Board will operate in an open and transparent manner, and debate on agenda items will be conducted within Board meetings.
3. The Board functions as a corporate Board and speaks with one voice.
4. The Board establishes a long-term vision, provides clear direction through policy and monitors results through reporting from staff through the Superintendent.
5. Accountability for the day-to-day operations of the district and policy implementation is delegated to the Superintendent.
6. The Board acts in the interests of all learners in the district, advocating for students, their learning and their well-being in the Board’s work with the community, the municipality and the province.
7. The Board promotes confidence in publicly-funded education through its communications about the goals and achievements of the Board.
The role of the Board of Education Chair is critical in ensuring effective meeting processes and in setting the tone of the Board. The Chair is also most often the appointed public face of the Board, serving as its primary spokesperson. The Chair also serves as the Board’s representative at events, hearings and meetings with other governing bodies and organizations. When trustees elect the Board Chair, they are choosing not only the person who will conduct their official meetings, but the person who will represent them to their education partners and the general public.
The Board Chair is an equal, with no more power or authority than any other trustee. Although the Chair assumes a leadership role, they must adhere to the Board’s directions and may not act unilaterally.
The Chair works closely with the Superintendent to ensure that the direction of the Board is understood and works with the Board to present and clarify any concerns of the administration.
Specific responsibilities of the Chair include:
• Prepare the agenda and notice of meetings in consultation with the Vice-Chair, the Superintendent and the Secretary-Treasurer.
• Preside over the Board’s deliberations, and enforce appropriate procedures and parliamentary processes for all regular and special meetings of the Board.
• Facilitate the Board self-evaluation process in accordance with Board policy.
• Facilitate the evaluation of the Superintendent in accordance with Board policy.
• Appoint Board representatives to all internal committees and liaison responsibilities in consultation with trustees.
• Initiate district long term planning in consultation with the Superintendent and trustees.
• Facilitate annual goals and objectives in collaboration with trustees and the Superintendent.
• Sign all Board correspondence.
• Represent the Board as necessary.
Specific responsibilities of the Vice-Chair include:
• Preside over the Board’s deliberations, and enforce appropriate procedures and parliamentary processes for all in-camera meetings of the Board.
• Assume all duties of the Chair in their absence.
• Coordinate and facilitate partner group meetings.
• Participate in planning the agenda and notice of meetings.
Democratically elected boards of education enable local influence and accountability in public education. Boards have the unique role of providing strategic direction and oversight within their local context to enhance confidence in the work of the District. By adopting and adhering to a Trustee Code of Conduct, the board strives to ensure it remains focused on a high-functioning public education system that supports the well-being of students as they become educated citizens.
The Board recognizes that as representatives of a diverse community, trustees and members of the School District community may hold different views on matters related to the Board’s business. The Code of Conduct aims to promote the respectful and lawful expression of such points of view when done in a manner consistent with this Code of Conduct.
The Board and individual trustees commit to upholding this Code of Conduct and championing a district culture focused on student achievement. This culture prioritizes well-being and actively works to diminish systemic racism and oppression, while striving for equity.
As a Trustee, I make the commitment to:
1. acknowledge the significance of the traditional territories in which our schools operate, uphold the Declaration on the Rights of Indigenous Peoples Act, adopt a distinctions-based approach for Reconciliation, and respect and uphold the rights of Indigenous Peoples and Rights Holders.
2. advocate for high-quality public education and contribute to governance that supports public schools to meet the individual social, emotional, and learning needs of a diverse student body.
3. exercise and discharge the duties and responsibilities of a Trustee honestly and in good faith to maintain the integrity, confidence, and dignity of the corporate Board and the School District.
4. work with fellow Trustees in a spirit of cooperation and collaboration.
5. observe proper decorum and behavior.
6. support the Board in fostering a safe, inclusive, and healthy working and learning environment.
7. participate in the Trustee onboarding process and ongoing Trustee training.
8. attend all Board meetings unless I am unable to attend due to illness or other urgent circumstances.
9. review all meeting agendas and materials provided in advance of meetings.
10. stay informed about the District’s strategic plan, Board policies, presentations, and reports.
11. enhance my knowledge of trustee roles and responsibilities and stay current on educational topics and trends by attending, as reasonably possible, educational conferences, workshops and learning sessions.
12. participate in our professional organization, the British Columbia School Trustees Association, including attending the Annual General Meeting.
13. maintain the confidentiality of Board discussions, deliberations and other information placed in confidence with Trustees, including but not limited to in-camera discussions, topics protected by solicitor-client privilege, or information identifying individuals.
14. uphold the Conflict-of-Interest rules as outlined in Policy No. 131 Trustee Conflict of Interest Guidelines.
15. acknowledge that everyone has their own unique experiences of discrimination and privilege and commit to remedying inequity.
16. present myself and my partisan views in a manner that does not undermine the governing role of the Board under the School Act.
17. consider all available facts in each situation, make decisions unswayed by prejudice or partisanship, and endeavour to provide the best possible direction to the District.
18. recognize that, once elected, my responsibility is to the District as a whole, and that responsibility supersedes commitments to my voters.
19. encourage full and open discussions in all matters with fellow Trustees and, treat them with respect and consideration not withholding or concealing from them any pertinent information that might affect the position of the Board.
20. support and uphold confidence in staff and support operational and management activities.
21. conduct conversations with staff, employee organizations, partner groups and Rights Holders, school community and the media, with the understanding that communication, operations and the daily administration of the educational programs, school business, and personnel matters are the responsibility of the Superintendent of Schools and School District staff and not the Board or individual Trustees.
22. support the Chair in representing the Board in all Board communications.
23. ensure that my own opinions and positions are understood to be my own and not that of the Board.
24. conduct conversations with staff, employee organizations, partner groups and Rights Holders, school community and media, with the understanding that authority and power are vested in the Board and not as individual Trustees.
25. support and uphold the position of the Board regardless of my personal opinion.
26. ensure that discussions and debates regarding Board action only happen in properly constituted Board meetings in accordance with legislation and the BC Ombudsman’s Open Meetings: Best Practices Guide for Local Governments.
27. abide by the policies of the Board, and/or all applicable legislation and regulations, including but not limited to the Criminal Code, Freedom of Information and Protection of Privacy Act, Human Rights Code, School Act, and Workers’ Compensation Act.
28. uphold all sections of the Code of Conduct when posting to social media or engaging in public communication.
Upon being elected to the Chilliwack Board of Education, and as part of the inaugural meeting, Trustees will formally commit to this Code of Conduct. This commitment will be renewed annually and reported on at a Regular Public Meeting.
A Trustee is always required to act in the best interests of the Board as a whole, without regard to their personal interests. Trustees have an obligation to avoid conflicts of interest, to remain in a position to provide an unbiased, even-handed and disinterested consideration of matters that come before the Board. A Trustee must never use their position for personal benefit.
Conflicts of interest can arise in a variety of ways, including a direct or indirect pecuniary conflict of interest, a conflict of interest arising by virtue of predetermination of a matter coming before the Board and conflict of interest arising as a result of a personal interest resulting from circumstances or relationships of individual Trustees. A pecuniary interest is an interest in a matter that could monetarily affect the Trustee and includes an indirect pecuniary interest referred to in the School Act.
Trustees need to be vigilant in avoiding engagement in discussion, debate, decision-making or being privy to information that can give rise to actual, or perceived, conflicts of interest.
In accordance with common law, a Trustee is not qualified to vote on a matter in which they have a personal interest that could lead a reasonably well-informed outsider to think that their judgment could be influenced by that interest leading to a reasonable apprehension of bias.
A Trustee who has a conflict of interest in a matter before the Board must declare that interest – and not take part in the discussion, vote or attempt in any way to influence the outcome. The declared conflict of interest must be recorded in the Board meeting minutes.
The provisions of the School Act regarding disclosure do not apply to a pecuniary interest in any matter that a Trustee may have by reason of the Trustee having an interest in the matter which is an interest in common with electors generally.
Trustees are responsible to make themselves aware of the requirements of the School Act. Should a Trustee knowingly contravene the requirements of section 58 of the School Act, the courts may declare the Trustee's office vacant and require financial restitution.
Guidelines
1. It is expected that if a Trustee has any conflict of interest in any matter, and is present at a meeting of the Board at which the matter is considered, the Trustee shall:
1.1. disclose their interest and the general nature of the conflict of interest at the meeting;
1.2. not take part in the discussion of or vote on any question in respect of the matter.
1.3. not attempt in any way, whether before, during or after the meeting, to influence the voting on any question in respect of the matter.
1.4. If the meeting is not open to the public the Trustee shall immediately leave the meeting or the part of the meeting during which the matter is under consideration.
2. The general nature of every disclosure made at a board or committee meeting open to the public will be recorded in the minutes of the meeting. If the meeting was closed to the public, the fact that a disclosure was made, but not the general nature of the interest, shall be recorded in the minutes of the next open meeting.
3. As there are many individual considerations and variations when considering issues of conflict of interest, individual Trustees or Boards of Education may wish to seek external legal advice on such matters. In many situations, the individual circumstances must be considered before a determination of conflict can be made.
The School Act states that the rights, powers, duties, and liabilities of the Board rest only with the legally constituted Board as a whole, not with committees of the Board or with individual Trustees. Members of the Board exercise their privileges and responsibilities as a matter of public trust, and only when the Board is officially in session.
Failure by Trustees to conduct themselves in compliance with Policy 130 Trustee Code of Conduct (the “Code”) may be brought as an allegation by a Trustee or Trustees and may result in the Board imposing sanctions. Matters of conduct may only be brought forward by members of the Board of Education and are addressed as an internal and confidential process.
1. Alleged Breaches of the Code of Conduct
1.1. Allegations of breaches of the Code may arise in many diverse circumstances and it is not possible to exhaustively specify in advance what conduct constitutes a breach of this Code.
1.2. Disciplinary proceedings concerning Trustees are serious matters that are not undertaken lightly. As Trustees are democratically elected, such proceedings must not be utilized as a response to legitimate policy disagreements.
1.3. Notwithstanding the above, the following are provided as examples of conduct that could be subject to sanction or to proceedings, where (a) Trustee(s):
1.3.1. disclose(s) confidential business of the Board or information subject to solicitorclient privilege outside of an in-camera Board meeting, unless required to divulge such information by law or authorized by the Board to do so;
1.3.2. violate(s) the law, or advocates for the violation of a law;
1.3.3. violate(s) expected standards of parliamentary decorum, or is / are otherwise disruptive in meetings contributing to work of the Board;
1.3.4. oppose(s) or obstruct(s) the implementation of Board decisions, policies, and positions;
1.3.5. fail(s) to uphold policies of the Board, and/ or applicable legislation and regulations, including, but not limited to, the Criminal Code, Freedom of Information and Protection of Privacy Act, Human Rights Code, School Act, and Workers’ Compensation Act;
1.3.6. fail(s) to disclose a conflict of interest or acts in a conflict of interest;
1.3.7. harass(es) or otherwise engage(s) in misconduct in relation to School District staff;
1.3.8. engage(s) in personal or dehumanizing attacks on individuals or groups through digital communication; or
1.3.9. act(s) in a way that exposes the Board to potential liability.
2. Complaint Process
2.1. Any Trustee, the Superintendent, or the Secretary Treasurer who has reasonable grounds to believe that another Trustee has breached this Code may bring an alleged breach (“Complaint”) to the attention of the Chair of the Board or designate.
2.2. Where an allegation is made against the Chair, or where the Chair is the complainant, all other references to Chair in this Policy shall be deemed to read “Vice Chair.”
2.3. An allegation of a breach of the Code must be brought to the attention of the Chair- Vice-Chair Committee within 30 calendar days after the breach happens. There may be exceptional circumstances which allow for an extension of the 30-day timeline.
2.4. The Chair-Vice-Chair Committee may ask the Trustee to first seek resolution by Informal Resolution Measures, whenever possible, including seeking resolution in a cooperative fashion marked by mutual respect and seeking to understand with an openness to growth and improvement.
2.5. Failing resolution through the informal process, the parties will engage the Chair-Vice Chair Committee to gain resolution.
2.6. The Chair and Vice Chair will work to resolve the matter with the intent to satisfy all the individuals involved.
2.7. Informal measures may not be appropriate for reasons which may include the nature of the issue of concern or the way it has come to a Trustee’s attention.
2.8. If resolution through the Informal Measures Process is not possible, the Formal Complaint Process, outlined below, will be followed.
2.9. All serious or reoccurring breaches of the Code by a Trustee should be addressed following the Formal Complaint Process.
3. Formal Complaint Process
3.1. The Formal Complaint Form shall be completed and signed by the Complainant advancing it, and it shall contain:
3.1.1. the name of the Trustee who is alleged to have breached the Code;
3.1.2. the alleged breach or breaches of the Code;
3.1.3. when the breach came to the Complainant's attention;
3.1.4. the grounds for the belief by the Complainant that a breach of the Code has occurred; and,
3.1.5. the names and contact information of any witnesses to the breach or any other persons who have relevant information regarding the alleged breach.
3.2. A Complainant may withdraw the Complaint, but if, in the opinion of the Chair, the interests of the Board so require, the Chair may proceed with the consideration of the Complaint in accordance with this Policy, notwithstanding the withdrawal.
4. Notification
4.1. The Chair will forward a summary of the complaint to all Trustees, including the alleged breaching Trustee, the Superintendent, and the Secretary Treasurer, within 10 business days of receiving it.
4.2. The filing, notification, content and nature of the complaint shall be deemed to be strictly confidential, public disclosure outside of the board shall be deemed to be a violation of the Code.
5. Recommendation Against Proceeding
The Chair may recommend not to proceed with the complaint if, in the opinion of the Chair, it is out of time, trivial, frivolous, vexatious or not made in good faith, or if there are no grounds or insufficient grounds to proceed. The Board shall vote on the recommendation.
6. Investigation
In some circumstances, the Board may engage an independent investigator to review the Complaint. The investigator shall prepare a confidential report that will be provided to all members of the Board.
7. Procedural Fairness
7.1. The Chair at any meeting considering a Complaint shall exercise their powers in a fair and impartial manner, showing due regard for every Trustee's opinion or viewpoint and ensuring that the conduct of the proceeding is fair to the Respondent Trustee.
7.2. In the interests of procedural fairness, the Respondent Trustee must be given the opportunity to address the allegations.
7.3. The Chair must ensure that all members of the Board have the same information and documentation concerning the matter.
7.4. Refusal to participate does not constitute a lack of due process.
8. Code of Conduct Hearing Procedure
8.1. If the Board decides to hold a Code of Conduct hearing, the Respondent Trustee will be provided a minimum of 14 calendar days’ notice of the hearing.
8.2. The Complainant and the Respondent Trustee may present their written or oral evidence to the Board and may be asked questions of clarification by the other Trustees.
8.3. Where an independent investigation has occurred, the investigator’s report shall be placed before the Board.
8.4. The Respondent Trustee may be represented by counsel or another representative, at their own expense, unless the Board determines otherwise, provided that counsel or the representative agree to maintain the confidentiality of the proceedings. The Board may have counsel assist the Board with matters of procedure, law, and in respect of its deliberations.
8.5. Witnesses will not be called, and cross examination will not be permitted at any meeting concerning a Complaint.
8.6. The Board must consider the following:
8.6.1. Whether the allegations of misconduct occurred;
8.6.2. If the Board is satisfied according to the civil standard of the balance of probabilities (a 51% likelihood of occurrence) that misconduct did occur, whether any disciplinary action is justified;
8.6.3. If some disciplinary action is justified, the Board must then determine what form of disciplinary action would be fair and reasonable.
8.7. The Board will endeavor to resolve any Complaint within 90 calendar days of receipt of Complaint.
8.8. The process may be deferred if the matter is subject to investigation by the police or under any applicable legislation.
9. Sanctions
9.1. The Board may determine that no sanction be imposed for reasons which may include the following:
9.1.1. although a contravention occurred, the Trustee took all reasonable measures to prevent it;
9.1.2. that the contravention was trivial or committed through inadvertence or an error of judgment made in good faith.
9.2. Where a sanction is to be imposed, the Board will determine, by resolution, the appropriate sanction.
9.3. Sanctions for a violation of the Code should be imposed in a remedial and restorative manner, should reflect the seriousness of the breach, and may consider input from the Respondent.
9.4. Sanctions against the offending Trustee may include, but are not limited to:
9.4.1. a letter of apology written by offending Trustee;
9.4.2. participation in a restorative justice process;
9.4.3. participation in specific training, coaching, or counselling as directed by the Board
9.4.4. a letter of censure issued to the offending Trustee;
9.4.5. removal from some or all Board of Education committees or other appointments of the Board, for a period of time:
9.4.6. removal from in-camera meetings for a specified period of time during the current Board’s term of office; or
9.4.7. other sanctions the Board considers appropriate for the circumstances.
9.5. A Trustee who is barred from attending all or a part of a meeting or meetings of the Board, or a meeting or meetings of a Committee of the Board, is not entitled to receive any materials that relate to that meeting or that part of the meeting that are not available to members of the public.
10. Publication of Decision
10.1. All details of the complaint, discussion and resolution are in-camera.
10.2. The Board may, by resolution, issue a statement that may include sanctions or the substance of the Complaint.
10.3. Personal privacy of any affected third party will be protected in accordance with the Freedom of Information and Protection of Privacy Act.
11. Privileges of Presiding Officer Preserved
Nothing in this Policy prevents the Board from exercising its power, pursuant to Section 70 of the School Act, to expel or exclude from any meeting any Trustee who has been guilty of improper conduct at the meeting, without the necessity of a complaint or conducting an investigation or other inquiry, before expulsion or exclusion from a meeting.
12. Appeal of Decision
Trustees who have been sanctioned or have had other measures imposed upon them by the Board under this Policy can appeal those decisions through the legal system, at their own expense.
The Board of Education (The “Board”) delegates to the Superintendent the authority and responsibility to manage the operations of the district in accordance with the School Act, other applicable legislation, Board policy, and the Board’s strategic direction.
The Board designates the Superintendent as its Chief Executive Officer. The Board authorizes the Superintendent to make decisions and take actions on the Board’s behalf in all matters that may legally be delegated, except for those matters that legislation requires the Board to decide.
This authority includes responsibilities set out in the School Act and other applicable legislation, the authority to develop administrative procedures, and the ability to delegate responsibilities to staff as needed.
The Board retains final approval authority for Board policy, the Strategic Plan, the annual budget, and any other matters that legislation or Board policy require the Board to decide. The Board will normally proceed in these areas based on recommendations from the Superintendent.
The Superintendent is the principal contact between the Board and staff, and will act as the spokesperson for staff on matters related to District operations.
The Superintendent will assist the Board in making informed decisions and establishing policy, and will provide the Board with relevant facts, information, and reports necessary to keep the Board informed.
The Board will refer complaints about personnel or programs to the Superintendent for appropriate review and action.
The Board will take action related to the employment, discipline, or dismissal of employees only on the recommendation of the Superintendent.
The Superintendent will act within the authority of the School Act and other applicable legislation, Board policy, and the Board-approved role description for the Superintendent.
Where an immediate administrative response is required and no Board policy applies, the Superintendent will act in alignment with legislation and the Board’s strategic direction, consult with the Board Chair if time permits, and inform the Board as soon as practicable.
The Board will direct the Superintendent only through decisions made by the Board acting as a corporate body.
Trustees will respect the authority of the Superintendent as set out in the School Act and delegated by the Board, and will respect the responsibility of the Superintendent and staff to manage District operations and implement Board policy and direction.
The Board entrusts the Superintendent with the crucial responsibility of supporting student achievement and well-being. The Superintendent serves as the Chief Executive Officer of the District, reports directly to the Board, and is accountable for the District's operations.
The Superintendent ensures the organization, administration, supervision and evaluation of all educational programs, business and operations in the district. The Superintendent is the Board’s only direct employee and has authority and responsibility over all other personnel matters in accordance with Policy 530. All Board authority delegated to District staff is delegated through the Superintendent.
The Superintendent is accountable to the Minister of Education and Child Care and is bound to ensure compliance with all legal, fiscal and regulatory statutes and requirements in British Columbia.
The Superintendent is also charged with engaging with multiple partner groups and rights holders to inform the operations of the district and support the decision making of the board.
The Superintendent will:
1. Student Learning and Wellness
1.1 Provide students with opportunities to meet educational standards set by the Ministry of Education and Child Care.
1.2 Foster safe and caring environments conducive to student well-being and learning.
1.3 Ensure that learning environments promote the development of skills and habits necessary for the world of work, post-secondary studies, life-long learning and citizenship.
1.4 Review relevant data to monitor district performance and identify goals.
1.5 Ensure facilities accommodate the diverse needs of the student body.
2. Fiscal Responsibility
2.1 Ensure that the fiscal management of the District is in accordance with statutory requirements and Board policy.
2.2 Provide the Board with a recommended annual and amended budget that aligns with the strategic plan.
2.3 Allocate resources in accordance with the annual budget approved or amended by the Board.
2.4 Ensure the district operates in a fiscally and ethically responsible manner, including adherence to generally accepted accounting principles.
2.5 Evaluate programs and services in an ongoing way to inform resource allocation.
2.6 Engage with district partners, rights holders and community members in budget processes.
3. Superintendent/Board Relations
3.1 Maintain an effective working relationship with the board, characterized by honest and open communication, trust and respect.
3.2 Ensure all trustees are informed by the same, impartial information when members perform their role.
3.3 Uphold the Board’s governance roles and responsibilities, as defined in legislation and Board policy.
3.4 Support the professional development of the Board.
3.5 Inform and update the Board through educational and financial information reports, meetings and other forms of communication.
3.6 Provide an onboarding process for new trustees to ensure continuity of governance.
3.7 Maintain Board work plans and timelines.
3.8 Attend all Board meetings and make recommendations on matters requiring Board action by providing accurate information and reports as needed to ensure informed decisions.
4. Policy And Governance
4.1 Provide leadership and assistance in the planning, development, implementation and evaluation of Board policies.
4.2 Develop and keep current an Administrative Procedures Manual that is consistent with Board policy and other statutory rules and regulations. Inform the Board when there are changes to Administrative Procedure.
4.3 Ensure compliance with the legal framework in which the district operates and support the Board in meeting their statutory requirements.
4.4 Inform the Board of pertinent legislative changes and their impact on the district.
5. Strategic Planning and Reporting
5.1 Assist the board in developing the district strategic plan.
5.2 Implement the approved strategic plan and support regular discussion, reporting and evaluation of strategic objectives.
5.3 Provide the board with data and monitoring reports that measure district progress in relation to the strategic plan and priorities of the board.
6. Human Resource Management
6.1 Ensure all personnel-related matters align with legislation, collective agreements, and Board policy.
6.2 Promote collaborative professional leadership and respectful human relationships.
6.3 Implement a system for staff evaluation, feedback and identification of growth areas.
6.4 Define staff roles and responsibilities within the district.
6.5 Gather feedback on staff satisfaction and engagement to inform continuous improvement of district culture.
7. Organizational Leadership and Management
7.1 Ensure compliance with all legal, Ministerial and Board mandates and timelines.
7.2 Develop processes for gathering, analyzing and using data for decision-making.
7.3 Review, modify and maintain an organizational chart which accurately delineates lines of authority and responsibility.
7.4 Facilitate meaningful professional development activities for staff to ensure the excellence, efficacy, and relevance of current educational practice.
7.5 Develop and maintain a plan for leadership continuity.
8. Ethical Leadership Practices and Values
8.1 Practice leadership in a manner that is viewed positively and has the support of those with whom they work.
8.2 Integrate a distinctions-based approach to Indigenous worldviews in district operations.
8.3 Model positive values, ethics and moral leadership.
8.4 Facilitate meaningful collaboration built on trust, honesty and respect.
9. Communications and Community Relations
9.1 Establish and maintain good relations with students, parents/ guardians/ caregivers, staff, First Nations, Rights holders, and community members and organizations.
9.2 Visit schools and other district sites to maintain connection with district staff needs and accomplishments.
9.3 Liaise with post-secondary educational institutions, including the University of the Fraser Valley.
9.4 Develop and maintain positive and effective relations with provincial and regional government departments and agencies.
9.5 Serve as a spokesperson for the District, in consultation with the Board Chair, to keep the District’s messages consistent and accurate.
The responsibility to review the performance of the Superintendent of Schools on a regular basis is critical to the Board’s governance role.
The process of reviewing the performance of the Superintendent is valuable for both the Board and the Superintendent. The review process can enable the Board and the Superintendent to develop a shared understanding regarding their respective roles and accountabilities, the expectations of the Board, the observations of other leaders within the school district and the community, and the success of the Superintendent in fulfilling the requirements of the position.
The Board and the Superintendent may utilize both informal and formal performance review processes to:
• confirm duties and responsibilities
• clarify relationships
• set priorities
• recognize accomplishments
• identify areas for growth
• determine future contract renewal
All processes related to the performance review of the Superintendent must be undertaken by the Board as a corporate body. No trustee, including the Chairperson, shall act as the Board in this matter.
Guidelines
1. The Board and Superintendent will mutually agree upon the processes for informal and formal performance reviews.
2. Informal performance reviews will be completed on an annual basis.
3. A formal, comprehensive performance review will be completed in each strategic planning cycle.
4. Following a performance review, the Superintendent will provide a growth plan to address any areas for improvement and growth.
The Board of Education is committed to the establishment of district policy as one of the primary responsibilities critical to good governance. The Board’s policies express the underlying philosophical basis, values, commitments and expectations for educational, business or related matters.
Policy Development Process
The Board’s policy making process consists of the following stages:
1. Initiation
1.1. The need for policy in a particular area may be identified as a result of a matter arising from a number of sources, including a decision made by the Board or a recommendation from the Superintendent.
1.2. Individual trustees or any member of the community may make suggestions regarding the possible development of a policy or the need for policy revisions by presenting a written proposal with a rationale to the Board. The Board will review a submission and make a determination.
2. Development
2.1. The Board will consider the matter in question, obtain necessary information and explore any impacts of policy directions. Drafting of policy is delegated to the Superintendent.
3. Consultation
3.1. If required, consultation may take place prior to formal consideration by the Board.
4. Adoption
4.1. The Board will formally consider a policy and may adopt it at that meeting, or delay adoption in the event that further information or consultation is required.
5. Review
5.1. The Board will review governance policies when required within the Board’s term of office.
5.2. The Superintendent will ensure all non-governance polices are current.
Administration in Policy Absence
In the absence of Board policy, the Superintendent may act at the Superintendent's discretion. The Superintendent will inform the Board of the potential need for future policy development.
Committees may be created to advise the Board on specific matters as determined by the Board. Committees are advisory only and committee members serve in a voluntary capacity and will not be compensated for their services.
Standing committees provide an opportunity to engage with key employee and partner groups in areas of Board governance on an ongoing basis.
Special and Ad Hoc committees are formed for time-limited, specific purposes. When the purpose or goal of the committee has been accomplished, the committee is retired. The Board will provide terms of reference for special and ad hoc committees that will include purpose, membership, timelines and dissolution.
All committees are supported by the following:
• A statement of the committee's mandate and/or terms of reference that establishes the committee's role.
• Membership on the committee, if the Board desires certain qualifications and/or experiences as a pre-condition for appointment to a committee.
• Other matters as determined by the Board.
Guidelines
1. The following provisions govern the appointment, term of office and removal of members of committees, unless otherwise provided in such policy governing the committee.
1.1. The Board will appoint a member(s) to a committee consistent with policy and any membership qualifications as specifically set out in the committee's policy.
1.1.1. Membership by organization – In cases where the Board has determined membership on a committee will be by partner groups, the partner group will be requested to submit nominees for vacancies.
1.1.2. Community members – Where community representation is required, the committee chair will work with administration on a process for advertising for interested candidates in local newspapers and the school district website.
1.1.3. Application form – Any community member applying to be a member of a committee will complete an application form.
1.1.4. Selection process – The Board will review all applications and make the final selection for community representation.
1.2. A committee member who is appointed by the Board is entitled to remain a committee member for a two-year term. Members may be reappointed for one additional two-year term, after which time they must reapply.
1.2.1. The Board may exercise its discretion to remove a committee member at any time.
1.2.2. The Board will address all pending vacancies in a reasonable period of time.
2. The Board will support each committee by showing appreciation and acknowledging their work annually.
The Board of Education values consultation as an important part of policy development. The Board also recognizes and accepts its responsibility to approve policy.
The Education Policy Advisory Committee (EPAC) mandate is to advise the Board on matters related to education policy under Policies 200 – Partner & Community Relations, and 300 – Students, Instruction & Programs. The committee is advisory in nature and reports directly to the Board through the chair of the committee.
The committee may seek the advice of other resources and expertise in the conduct of its work.
The committee will consist of three (3) trustees (one to serve as Chair and one as Vice-Chair), the Superintendent and two (2) representatives from each of the following groups. Any trustee may attend committee meetings as an observer.
• Chilliwack Principals’ and Vice Principals’ Association (CPVPA)
• Chilliwack Teachers’ Association (CTA)
• Canadian Union of Public Employees Local 411 (CUPE)
• District Parent Advisory Committee (DPAC)
• Indigenous community
• Management group
The Superintendent will work with secondary school principals to ensure there is student representation on the Education Policy Advisory Committee.
The chair’s responsibility is to encourage the participation of each member and to present minutes of the meetings.
The chair of EPAC and the Superintendent will meet twice each school calendar year to determine the requirement of committee meetings.
A motion and vote are required for any committee recommendations, with the quorum being any eight members.
Minutes of committee meetings will be prepared and provided to the Board at public Board meetings following committee meetings.
The Board of Education values consultation as an important part of budget development and monitoring. The Board also recognizes and accepts its responsibility to approve the annual budget. The Budget Advisory Committee is advisory in nature and reports directly to the Board through the chair of the committee.
The Budget Advisory Committee will consist of three (3) trustee representatives (one to serve as Chair and one as Vice-Chair) and one (1) representative from each of the following groups. Any trustee may attend committee meetings as an observer.
• Chilliwack Principals’ and Vice Principals’ Association (CPVPA);
• Chilliwack Teachers’ Association (CTA);
• Canadian Union of Public Employees Local 411 (CUPE);
• District Parent Advisory Committee (DPAC);
• Indigenous community;
• Management group; and
• Up to two (2) community representatives.
The Superintendent will work with secondary school principals to ensure there is student representation on the committee.
The chair’s responsibility is to encourage the participation of each member and to present minutes of the meeting at a subsequent Board meeting.
The Budget Advisory Committee will meet at least four (4) times per school year with additional meetings scheduled at the direction of the chair of the committee as circumstances require.
A motion and vote are required for any committee recommendations, with the quorum being any six members.
Minutes of meetings will be prepared and provided to the Board of Education at public Board meetings following committee meetings.
The Budget Advisory Committee provides input to the Board on matters related to:
1. The Preliminary Annual Budget
1.1. Review plans for public consultation into the budget planning process.
1.2. Review enrollment and staffing projections.
1.3. Review preliminary budget documents.
2. Budget Monitoring
2.1. Review quarterly financial results relative to the annual budget.
2.2. Review revisions to the preliminary annual budget prior to the preparation of the amended annual budget.
2.3. Provide input to the Board of Education on the amended annual budget.
The Board of Education is committed to financial oversight, with understanding and interpreting the district audit being integral to good governance. The Board also recognizes and accepts its responsibility to approve the annual financial statements.
The Audit Working Committee mandate is to assist the Board in fulfilling its financial oversight responsibilities. The committee is advisory in nature and reports directly to the Board through the Chair of the committee.
The Audit Working Committee will have direct communication channels with the external auditor to discuss and review issues within its mandate.
The committee will operate as a committee of the whole, comprising all Trustees (one to serve as Chair and one as Vice-Chair) and up to two (2) community members who are financially literate in these processes.
The chair’s responsibility is to encourage the participation of each member and to present minutes of the meeting at a subsequent Board meeting.
The committee will meet with the external auditors as it deems appropriate to fulfill its duties but not less than two (2) times annually. Committee members will be invited to attend the final audit presentation by the auditors to review the Audit Findings Report and Audited Financial Statements.
A motion and vote are required for any committee recommendations, with the quorum being any four (4) members.
Minutes of meetings will be prepared and provided to the Board at a Board meeting following committee meetings.
The Audit Working Committee will carry out the following responsibilities:
1. Selection of Auditor
1.1. Review and participate in a public tendering process to identify a financial auditor for the school district.
1.2. Provide a recommendation to the Board regarding the appointment or release of the auditor.
1.3. Review the performance of the auditor.
2. Audit
2.1. Review the auditor terms of engagement.
2.2. Review the auditor’s proposed audit scope and approach.
2.3. Review and confirm the independence of the auditors.
2.4. Meet with the auditor, both prior to the commencement of the audit and post audit, to discuss any matters that the committee or the auditors believe should be discussed.
3. Risk Assessment
3.1. Comment upon key risks that could impact the achievement of district objectives.
4. Internal Controls
4.1. Understand the scope of the auditor’s review of internal financial controls and obtain reports on significant findings and recommendations together with the response of senior administration.
4.2. Consider and make recommendations on the effectiveness of the district’s internal financial controls including information technology security and control.
5. Financial Statements
5.1. Review annual financial statements and indicators of financial health considering whether they are complete, consistent with information known to committee members and reflect appropriate accounting principles.
5.2. Review with the auditor the results of the audit, including any difficulties encountered.
5.3. Review with the auditors and senior administration matters that are required to be reported to the Board.
5.4. Provide comment upon the financial statements to the Board.
6. Compliance
6.1. Review audit observations and/or any findings by any regulatory agency.
6.2. Review financial procedures and ensure compliance.
Liaison assignments for individual trustees provide an opportunity for increased communication between trustees and school communities.
The purpose of trustee liaison assignments is to:
• Provide opportunities for trustees to become acquainted with schools;
• Act on behalf of the Board when a Board representative is desired at school functions;
• Provide opportunity for engagement with residents of the community; and
• Advise the Board or Superintendent of any emerging issues at assigned schools or sites.
Guidelines
1. Assignment of a trustee to a liaison area consisting of a group of schools, special programs and/or district operations will usually be rotated as follows:
1.1. Elected to office: first rotation from December of election year to June 30 of the school year.
1.2. Second and subsequent rotations from July 1 until June 30.
1.3. Final rotation from July 1 until the end of term.
The Board of Education may assign trustees to represent the Board within the community through trustee assignments to local organizations and committees.
Representation must align with the district vision, mission and values.
Representation does not commit the Board to any expenditures or ongoing funding.
Representation is of a non-voting nature, save for procedural matters. Representatives will not participate in voting on substantive matters unless the Board has provided direction to the representative.
Regular Public meetings of the Board may be audio-visually recorded; however, there are no legal requirements for the Board to record its meetings and/or make the recordings available to the public.
The official audio or video recording of any public meeting of the Board is the Board’s exclusive property and is to be used solely at its discretion. Recordings of Regular Public Board meetings will be stored and available for a one-year period after a general school election.
The official record of a Board meeting is the Board-approved written minutes.
The recording of Board Meetings is subject to the following guidelines:
Guidelines
1. The agenda for the Regular Public Board Meeting will contain a notification that all or a portion of the meeting is being recorded.
1.1. Staff of the Chilliwack School District who are invited to speak or present at a meeting do so with the understanding that they may be recorded.
1.2. Signage will be posted to ensure that attendees or participating members of the public are aware that the meeting is being recorded and will be shared publicly and archived by the Board.
1.3. Wherever possible, if a member of the public wishes to present to the Board but would prefer not to be visible on the live-stream or recording of the meeting, consideration will be given to alternatives to accommodate that request.
2. There shall be no recording of tablet screens or digital resources used at the Board of Education table, excluding public presentation materials.
3. While it is the Board’s intent to live stream and make available recorded Regular Public Board meeting proceedings, the Board, at its discretion, may:
3.1. Discontinue the recording of a meeting at any time at the discretion of the Board Chair, if recording is creating any impediment to conducting the meeting in an efficient or orderly fashion; or
3.2. Withhold posting of a recording of a meeting, or a portion of a meeting in order to avoid possible legal liability to the Board, the District and District employees. In such an instance, legal advice will be sought as necessary.
4. The recording may contain a notification disclaiming responsibility for statements made by those in attendance at the meeting.
The Board will review its performance annually to ensure it fulfills its responsibilities to the community. The evaluation will be convened at a scheduled time and place such that all Trustees are present. The evaluation will indicate the Board’s strengths and suggested areas for improvement.
The objectives of the review include ensuring that the Board:
• Is accountable to the public and the district, and that the Board meets Statutory requirements.
• Carries out its roles and responsibilities in a satisfactory manner.
• Adheres to Board policy and, where warranted, develops new policy.
• Maintains constructive and effective working relationships with district staff and each other.
Upon final discussion of the results, the Board will report to the public.
Fulfillment of Board responsibilities requires Trustees to remain informed and develop their knowledge and skills. Trustees are encouraged to seek, identify and attend seminars, conferences or workshops related to their roles and responsibilities.
The Board shall include funds in the governance budget each fiscal year to cover trustee professional learning expenses. These funds will be prorated in the year of an election. The amount is available on July 1 of each year.
Guidelines
1. Trustees annual budget allocation of $2,500 is for attendance at relevant professional development opportunities. Unspent professional development funds can be carried over to the next year for a maximum annual balance of $5,000. Attendance at British Columbia School Trustees Association Annual General Meetings is reimbursed under a separate budget line
2. District staff will make Trustees aware of learning opportunities available to assist with their professional learning planning. From time to time, group activities with the Board may be recommended.
3. Regarding learning experiences such as seminars, conferences and workshops, Trustees will advise the Board in advance of their intentions, prior to making any commitments.
4. Publications related to a Trustee’s duties can be reimbursed from a Trustee’s professional learning budget.
5. Reimbursement will be made in accordance with the Trustee Expense Policy.
The Board is accountable to the public for the success of the school district and that success is directly dependent upon each Trustee’s ability to participate meaningfully in Board governance.
The Board and senior leadership team will make every effort to assist new Trustees to become fully informed about their roles and responsibilities. The Superintendent will arrange for the orientation of newly elected Trustees.
Incumbent Trustees are expected to participate in orientation activities to assist their newly elected colleagues.
Guidelines
1. Once elected, the Board Chair, with the assistance of the Superintendent and Secretary-Treasurer, will arrange for a series of meetings with Trustees, the Superintendent and other district staff for the purpose of acquainting the newly elected Trustees with:
1.1. Roles and responsibilities of the Board and individual Trustees.
1.2. Trustee Code of Conduct.
1.3. Statutory and regulatory requirements, including responsibilities with regard to conflict of interest.
1.4. Organizational structure and the roles of the Superintendent and other district staff.
1.5. Policy development process.
1.6. Strategic Plan.
1.7. Board budget process.
1.8. Board Bylaws.
1.9. Board meeting procedures.
1.10. Existing district initiatives, annual reports, budgets, financial statements and long range facility plans.
1.11. Aboriginal Education Enhancement Agreement and Local Education Agreements.
1.12. Diversity and inclusion practices and applicable training.
1.13. Key programs and services in the district.
1.14. The Board’s function as an appeal body.
1.15. Other areas as required or requested.
2. Newly elected Trustees will also be encouraged to participate in the New Trustees Academy organized by the British Columbia School Trustees Association.
As provided for in the School Act, a Board of Education may authorize the remuneration of trustees.
The Board of Education has set the remuneration for each trustee is as follows:
Trustee $ 26,834.93
Vice Chair $ 28,418.66
Chair $ 30,378.82
The trustee remuneration amount will be adjusted annually effective July 1st. The adjustment will reflect the Canadian Consumer price index established for July of each year for the previous 12 months.
The Board of Education recognizes that fulfillment of Board responsibilities may require that Trustees incur expenses.
Trustee expense reimbursement parameters and processes are clarified below.
Guidelines
1. Expenses will be reimbursed for attendance at British Columbia School Trustees Association (BCSTA) Annual General Meetings.
2. Reimbursement will be provided for travel expenses incurred, but not covered by the BCSTA or the British Columbia School Employers’ Association (BCPSEA) for those Trustees elected by the Board as provincial representatives to BCSTA or BCPSEA.
3. Trustees shall submit out of district expenses incurred using the school district expense claim form.
3.1. For out of district trips, the maximum car travel reimbursement will equal the economy class airfare for the equivalent trip.
3.2. Reimbursement of actual costs of ferries, buses or taxis will be based upon receipts submitted.
3.3. Air travel shall be by economy class.
3.4. Trustees are responsible for any travel insurance coverage.
3.5. If a meal or meals are included in a conference package or are pre-paid in some other manner, those meals shall be deducted from any per diem claim made.
3.6. The Board will only reimburse travel costs and hotel lodging for the Trustee.
3.7. The cost of alcohol will not be reimbursed.
3.8. Trustees will be reimbursed in accordance with district rates for exempt employees.
4. Expense claims are to be submitted to the Secretary-Treasurer for payment
4.1. Any discrepancies regarding the claim will be brought to the Trustee’s attention.
4.2. A dispute regarding amounts authorized for reimbursement will be adjudicated by the Board.
The Board of Education provides resources for Trustees to fulfill their responsibilities and maintain regular communication.
Equipment provided to Trustees will remain the property of the school district and will be returned to the school district upon completion of the Trustee’s term of office.
Guidelines
1. The school district shall provide Trustees with a laptop computer and necessary supplies. Other equipment needs will require Board approval through the budget process.
1.1 All trustee computers will be formatted with a complete suite of productivity tools and will be preconfigured to securely connect to the school district’s wireless networks and computing services. The installation, set-up, maintenance and operational costs are the responsibility of the school district.
2. Trustees shall receive $600.00 per year to help offset external communication fees associated with their responsibilities.
3. At the end of the Trustee’s term of office, the Trustee may purchase equipment at the depreciated book value as determined by the Secretary-Treasurer.
3.1. To ensure compliance with Board contracts and security practices, all Board licensed software and service connectivity shall be removed from equipment at the end of the term before any purchased equipment is transferred to the trustee.