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Previous recommendations ► ► Identifying any "competency gaps" that need to be filled; and Filling these gaps through training or access to outside expertise. Status orientation and training or an approach to identifying and remediating competency gaps of the collective Board have not been implemented. 5. Risk management Enterprise risk management ► (PwC 2012, 7.11) VBE should consider the implementation of an Enterprise Risk Management model to provide the framework to create a controlled risk environment where employees are able to work in optimal learning conditions with minimal risks to themselves and students. 6. Performance monitoring Strategic planning ► ► ► ► (OCG, 20) That VBE develop a strategic plan that establishes direction and priorities. The plan should: ► ► ► form the basis for long term educational and business decisions; include appropriate performance measures; and be kept current through periodic reviews and refreshes. (OCG, 21) That VBE support its strategic plan through a long range financial management plan to steer the district to financial stability. (OCG, 39) VBE ensure that revenue opportunities and cost containment strategies through leases and consolidation of alternate school properties are part of a comprehensive district-wide facilities plan. (PwC 2012, 7.1) VBE should consider developing divisional operating plans that link directly to the five-year Strategic Plan. Performance monitoring ► (OCG, 25) That VBE: ► Conduct the program service review original planned for the 2010/2011 budget process Overall status: not actioned ► ► (PwC 2015, 7.11) VBE has identified and focused on key risk areas for the district such as physical infrastructure, financial risks, and privacy. VBE should consider implementing a formal risk management approach. While financial risks are considered during the financial planning and oversight processes, risk management continues to be an informal process at VBE. There is opportunity for strengthening risk management by adopting a formal framework, or by incorporating a formal process into strategic and operational planning processes. Overall status: in progress ► ► ► (PwC 2015, 7.1) Additional focus is required to establish a consistent district-wide operating plan that aligns with VBE strategic objectives and links to performance management. In response to this recommendation, VBE developed a five-year Strategic Plan for 2010/11- 2015/16 fiscal years. The plan is to update the Strategic Plan in the fall of 2015. While the Strategic Plan is referenced during annual planning processes, Key Performance Indicators that define progress against the plan are limited. There is no regular process to update the Strategic Plan, such as on an annual basis for example. The Strategic Plan is not well-integrated into other district planning, monitoring, or reporting exercises. Overall status: in progress ► Performance reviews have been conducted over certain components of VBE’s programs, including a Sectoral Review and the Inner City Schools Program Review. DISCUSSION DRAFT – FOR ADVICE OF MINISTER – STRICTLY CONFIDENTIAL 222 British Columbia Ministry of Education – May 2015 Confidential | All Rights Reserved | EY
Previous recommendations ► ► ► ► 7. Compliance Compliance ► Revisit school closures Stop funding non-core services Increase rental rates Work with unions to negotiate concessions (PwC 2012, 7.1) VBE should consider developing a rigorous accountability model and updating documents around its policies, procedures and plans. Performance assessment ► (OCG, 15) That VBE Board of Trustees implements a self-assessment framework to annually measure its effectiveness. Consideration should be given to sharing the results of this assessment publicly. Status ► A comprehensive review of VBE’s programs and services, and identification of an action plan in response to the comprehensive review has not been conducted. Overall status: in progress ► ► (PwC 2015, 7.1) Policy reviews and updates have been completed in some departments. VBE’s Policy Framework does not undergo regular review and revision by the Board, as per policy requirement. However, there is an initiative currently underway to refresh VBE’s policy framework to align it with accountabilities and legislative requirements. Overall status: not actioned ► The Board does not conduct any self-assessment activities on its overall performance of competency profile. Other matters Ministry specific ► ► ► ► ► ► ► ► ► (OCG, 2) That the Ministry reviews the current co-governance model to ensure it is meeting the needs of the public education system (OCG, 11) That the Ministry considers developing an avenue by which staff, trustees, and stakeholders can have their concerns [about independence and impartiality] reviewed and addressed. (OCG, 13) That the Ministry promotes fiscal responsibility and integrated planning in school districts through a revised achievement contract approach that links services and resources to outcomes. (OCG, 16) That the Ministry makes Trustee participation in orientation and training mandatory to support Board of Trustee effectiveness. (OCG, 19)That the Ministry reviews Conflict of Interest provisions set out in the School Act and strengthens the provisions for remedy. (OCG, 22) That the Ministry should develop a long term strategic plan for education to facilitate better long term planning in the school districts (OCG, 28) That the Ministry provides clear expectations to districts for how to present financial information. (OCG, 30 That the Ministry considers establishing a standard chart of accounts for school districts that would allow for meaningful comparison of revenues and expenditures between districts. (OCG, 31) That the Ministry takes a leadership role in facilitating the development of shared services arrangements for school districts. Confidential | All Rights Reserved | EY 223
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DISCUSSION DRAFT - FOR ADVICE OF MI
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Contents 1. Executive summary .....
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Terms of reference ► ► ► ►
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FCI FTE IPP Internally Appropriated
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1. Executive summary Confidential |
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► ► ► Maintain significant ex
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Finding: The Initial Preliminary Pr
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Administrative, support and overhea
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Prior to implementing capacity rati
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contribute to sound fiscal manageme
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2. Background and context 2.1 Provi
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2.5 Project objectives and scope In
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3. Budget development and forecasti
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3.2.2 Out of scope The areas below
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Objective: Top recommendations: Rev
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$ million Chart 3.1 - Operating Sur
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services ► Tangible capital asset
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In this report where we refer to th
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3.4.2 Budget timeline 1) The Initia
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3.5 Multi-year forecasts 3.5.1 Fore
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3.5.2 Review of SY2014/15 and SY201
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Included in the revenue adjustments
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SY2016/17 and SY2017/18 forecast We
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4. Accumulated surpluses and defici
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4.2.2 Out of scope The areas below
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$ million 4.4 Review of historical
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History of forecasted deficits vs a
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Internally Appropriated Expenses Th
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EY was advised by VBE that operatin
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$ million $ million $ million To co
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Maintaining a net accumulated surpl
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School year SY2014/15 Accumulated S
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5. Administrative, support and over
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In the pages that follow, key findi
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Objective: Identify opportunities t
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5.4.2 Non - Provincial grant (MEd)
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Finding 5.2 VBE received a $0.06M g
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Finding 5.4 VBE is among the top di
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5.4.7 Tuition - offshore tuition fe
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Most school districts, including Va
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Finding 5.9 In absolute terms, VBE
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VBE’s Facilities team performed a
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5.4.13 Summary of revenue opportuni
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600 14.0% Operating expenditure Mil
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If VBE were to achieve the same lev
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Based on our analysis of the previo
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Table 5.5: VBE and Subset Districts
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Table 5.6 : VBE and Surrey average
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5.5.6 Services and supplies - servi
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5.5.8 Services and supplies - profe
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5.5.10 Services and supplies - dues
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5.5.12 Services and supplies - inte
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5.5.14 Services and supplies - util
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5.5.16 Cost efficiency initiatives
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Table 5.10: Management proposals 20
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Table 5.12: New initiatives Initiat
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Table 5.13: Implementation of Deloi
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Table 5.14: Summary of revenue and
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6. Capital asset management 6.1 Int
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6.2 Scope and approach 6.2.1 Work s
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Top recommen dations: VBE develop t
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Table 6.2: Summary of District’s
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6.4.3 Roles and responsibilities Th
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Current state Section Excess Surplu
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6.5.2 Capital project planning proc
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► 2013/14 Capital Plan covering t
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► ► The lengthy consultation pr
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Recommendation 6.8 The Ministry rev
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Finding 6.5: Reduction in excess su
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Number of Surplus seats In contrast
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Utilization Historical and Projecte
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Low utilization in the east (74%) a
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The assumptions that predicate the
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6.6.5 Net annual cost savings throu
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This has a direct impact on the num
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Table 6.6: Summary of potential ann
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If the 2009 BC Assessment property
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► A school with low enrolment may
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6) Board decision Any decision to c
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uildings). 6.7 Seismic mitigation p
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Table 6.9: Summary of District’s
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Recommendation 6.26 Where VBE is ab
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aggressive capacity rationalization
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Age (Years) 6.8.2 Age of District
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In addition, VBE purports that thes
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6.8.4 Reducing annual maintenance c
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Recommendation 6.33 Other school di
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access the upside of land re-develo
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Table 6.14: Summary of potential fi
Page 183 and 184: 7. Board governance 7.1 Introductio
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Page 187 and 188: 7.2.3 Methodology and approach Plan
Page 189 and 190: ► Leading practice and peer analy
Page 191 and 192: 7.4 Key findings and recommendation
Page 193 and 194: Board Priorities The Comptroller Ge
Page 195 and 196: These Standing Committees are addit
Page 197 and 198: to a hybrid of VBE’s People and S
Page 199 and 200: Board of Trustees’ performance se
Page 201 and 202: Recommendation 7.4.A Board of Trust
Page 203 and 204: Recommendation 7.5.B During the cou
Page 205 and 206: 8. Other matters All other matters
Page 207 and 208: 9. Summary of recommendations Ref R
Page 209 and 210: Ref Recommendation Ministry of Educ
Page 217 and 218: Appendices 9. Other matters Confide
Page 219 and 220: Document Overview of Class Size and
Page 221 and 222: Document Class size and student ach
Page 223 and 224: Document Vancouver Board of Educati
Page 225 and 226: APPENDIX C: Budget documents prepar
Page 227 and 228: Document 5 A Restoration Budget pre
Page 229 and 230: Vancouver Surrey Central Okanagan V
Page 231 and 232: APPENDIX F: Progress review of prev
Page 233: Previous recommendations ► ► po
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