June 11, 2019 7:00 p.m. - sd43.bc.ca 06 11 Public Board... · Lucas Hung – “I left the meeting feeling empowered, and now feel like it's my responsibility to advocate for equity

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BOARD OF EDUCATION

REGULAR PUBLIC MEETING AGENDA

School District No. 43 (Coquitlam) District Office, Board Room

550 Poirier Street, Coquitlam, BC

June 11, 2019

7:00 p.m.

ACKNOWLEDGEMENT OF TERRITORY A. ACCEPTANCE OF AGENDA B. INTRODUCTIONS

a) Partner Groups: SLC, DPAC, CUPE, CTA, CPVPA b) District Leadership Team

C. DELEGATIONS / PRESENTATIONS (7:05 pm)

a) Student Leadership Council – Accomplishments for the Year Reno Ciolfi (Pages 4-9) (10 minutes) Presenters: Trinity Wolfe and Stuart Vickaryous, SLC Co-Chairs, Adam Hayes and Misti Askew, Teacher Sponsors, and Jay Hamidova, Arun Ghag, Executive Members

D. EDUCATION E. APPROVAL OF CONSENT AGENDA (7:15 pm) a) Approval of May 14, 2019 Regular Board Meeting Minutes b) Trustee Calendar Planning Report for Information (Pages 10-11) c) Trustee Reports for Information (Pages 12-16) d) Solvency Reserve Account Update (Pages 17-18)

e) Administrative Procedure Review Status Update (Page 19) F. RESPONSE TO PREVIOUS DELEGATIONS G. DISTRICT STAFF REPORTS (7:20 pm)

a) Superintendent Patricia Gartland i) News & Events (15 minutes) ii) International Education Report Geoffrey Johnston / Jean Wong (Pages 20-26) (15 minutes) iii) Numeracy Support Services Gerald Shong / Andrea McComb (Pages 27-31) (10 minutes)

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G. DISTRICT STAFF REPORTS CONTINUED (8:00 pm) b) Secretary-Treasurer

i) Enterprise Risk Management Update Chris Nicolls (Pages 32-35) (10 minutes)

ii) Finance and Audit Committee – Terms of Reference Chris Nicolls (Pages 36-39) (10 minutes)

iii) 2020-21 Annual Five Year Capital Plan Ivano Cecchini (Pages 40-44) (15 minutes)

iv) Moody Elementary Design Funding Ivano Cecchini (Page 45) (5 minutes)

v) Burke Mountain Middle/Secondary Advocacy Ivano Cecchini (Pages 46-49) (10 minutes)

vi) Unrestricted Operating Surplus Chris Nicolls (Pages 50-51) (5 minutes)

vii) Eligible School Sites Resolution Nita Mikl (Pages 52-57) (10 minutes)

viii) Recycling Program Update Ivano Cecchini (Page 58) (15 minutes)

ix) Non-Teaching Pension Plan Funding Policy Chris Nicolls (Pages 59-76) (10 minutes)

x) Funding Model Review Chris Nicolls

(Pages 77-80) (10 minutes) H. UNFINISHED BUSINESS I. QUESTION PERIOD (9:50 pm) (10 minutes) (for questions that relate to agenda items only) a) Trustees b) Gallery J. NEW BUSINESS (10:00 pm)

a) Trustee School Liaison Assignments Chair Hobson (Page 81) (5 minutes)

b) Trustee Representation on Committees Chair Hobson (Pages 82) (5 minutes)

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K. NOTICES OF MOTION L. ITEMS OF TRUSTEE BUSINESS (10:10 pm)

a) Metropolitan Branch Report Trustee Palmer Isaak b) BCPSEA Report Trustee Thomas c) Provincial Council Report Trustee Cahoon d) DPAC Report (Page 83) Trustee Woods e) SLC Report Trustee Blatherwick f) ELL Consortium Report Trustee Pollock g) Coquitlam Foundation Report Trustee Cahoon h) Child Care Task Force Report Trustee Blatherwick i) Villages of Anmore/Belcarra Liaison Meeting Chair Hobson

M. QUESTION PERIOD (10:30 pm) (10 minutes)

(for questions that relate to agenda items only) a) Trustees b) Gallery

N. ADJOURNMENT (10:40 pm) ANNOUNCEMENT Next Public Board Meeting: September 24, 2019 – 7:00 p.m. Location: District Office (Board Room), 550 Poirier Street, Coquitlam, BC Contacts regarding agenda items: Barb Hobson, Chair – 604-939-9201

Chris Nicolls, Secretary-Treasurer/CFO – 604-939-9201 Jennifer Toderas, Executive Assistant – 604-939-9201

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SCHOOL DISTRICT NO. 43 (COQUITLAM)

MEMORANDUM

TO: Patricia Gartland, Superintendent of Schools

FROM: Reno Ciolfi, Assistant Superintendent

DATE: June 11, 2019

SUBJECT: Student Leadership Council Update

Recommended Action: The following is provided for information. Background: The executive of the Student Leadership Council (SLC) continues to enhance the development of student leadership and promote the voice of students in School District 43 (Coquitlam). This evening, Stuart Vickaryous, Co-chair (Gleneagle Secondary School) and Trinity Wolfe, Co-chair (Heritage Woods Secondary School), will provide the Board of Education with an overview of our year and introduce a student created video. Mr. Adam Hayes (Gleneagle Secondary School) and Ms. Misti Askew (Scott Creek Middle School) will speak on behalf of the adult sponsors of SLC. To close our presentation, Jay Hamidova (Gleneagle Secondary School) and Arun Ghag (Port Moody Secondary School) will highlight our Board Budget input and SLC’s plans for next year.

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District Student Leadership 2018-2019

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General Membership Meetings - This year, the District

Student Leadership Council divided the General meetings into Middle

School and Secondary School. We continue to feel the needs of each

group was different. Within our executive, we developed

subcommittees that planned, prepared and delivered each general

meeting.

Middle School – Our middle school general membership

continued to grow this year. We are pleased that every middle school

provided representation this year. Students furthered their personal

leadership development, networked with peers and participated in

our Believe Initiative (see section on page 3 for further info).

Secondary School - Our secondary school general

membership showed a significant spike in both participation as well

as consistent commitment. Most meetings included representation

from at least 7 secondary schools and there is reason to believe that

we will see representation grow. Each meeting had a specific focus

on leadership growth and development and was student planned and

facilitated. Students engaged in team building and focus groups that

enhanced their skillset and allowed them to grow their

network. Highlights from Secondary SLC include: high ropes

challenge day, SLC presenters at the Middle School Leadership

Conference, and the strong student voice at this year’s Board Budget

Meeting.

Our Executive –

This year our executive was larger than years past and

demonstrated more commitment. Members included:

Co-Chairs: Stuart Vickaryous (Gleneagle)

Trinity Wolfe (Heritage Woods)

Executive Members:

Annika Coxe (Gleneagle)

Arun Ghag (Port Moody)

Divya Muniyappan (Port Moody)

Francesca Lepore (Heritage)

Jay Hamidova (Gleneagle)

Mara Marcu (Gleneagle)

Nicole Barry (Scott Creek)

Renee Boldut (Gleneagle)

Sara Parker (Riverside)

Sylvia Ying (Pinetree)

Vandad Hazrati (Scott Creek)

Wesley Carson (Eagle Mountain)

Sponsors

This year our executive was supported by:

Adam Hayes (Teacher – Gleneagle)

Jessica Bell (Teacher – Como Lake)

Michelle Ciolfitto (District Coordinator)

Misti Askew (Teacher – Scott Creek)

Reno Ciolfi (Assistant Superintendent)

Veronika Farnell (Vice Principal ) Centennial)

Executive Leadership Development

Developing leadership capacity within our students is

vital. The sponsors of our District Student Leadership Council

believe that if we can continue to develop student leaders

within our executive and general membership, it will benefit

the district as a whole. This year, we had the opportunity to

pull the executive together for one Leadership Development

day where we looked at our personal strengths and stretches

as leaders. We each set a leadership goal to focus on for the

remainder of the year. To support this, we paired adult

sponsors with each interested executive member to provide

one on one mentoring. We also used The Student Leadership

Challenge, a book that focuses on developing 5 pillars of

leadership in student leaders. The 5 practices were

highlighted during the year, presented by students at our

executive meetings which then transferred into activities for

our general membership.

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Conferences

Another way to build leadership capacity in our student leaders is by providing opportunities for them to network

with students from other districts. Attending conferences is an excellent way to accomplish this as student leaders

can hear motivational speakers and acquire new ideas to implement in their own programs. This year our District

Student Leadership executive students had the opportunity to attend 2 different out of district conferences.

`

Student Voice - Four representatives from our executive

had the privilege of attending the BCPVPA Student Voice

fall conference in October and the spring conference in

April. We were able share ideas with other districts,

participate in some fun activities and have input into

future ministry programs on bullying and cannabis

prevention.

Choose to Lead

In May, representatives from several SD43 schools attended

the Choose to Lead conference, a BC Youth Leadership

Seminar hosted by YLCC. Attendees heard inspiring talks from

Ian Tyson, Andy Thibodeau, Fahd Alhattab and Cara Filler.

Students left inspired and excited!

SD43 Middle School Conference –

On Friday April 26, 2019 we hosted our 3rd annual SD 43 Middle School Leadership Conference. Scott Creek Middle

School welcomed more than 140 middle school students from across the district. The conference began with a

welcome message from Brent Hayden, Olympic medalist in swimming, who shared his story about overcoming

challenges. Students then broke off into 3 team building activities led by Gleneagle’s Con Ex students. Alvin Law, our

keynote speaker shared his presentation on Attitude Revolution. After lunch, students participated in 3 different

breakout sessions presented by Dave Jonsson, Evan Dunfee and a group of secondary SLC students.


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Retreats

This year SLC members had the amazing opportunity to attend an overnight retreat at

Loon Lake Camp. In September, executive members spent their time getting to know

one another and participating in team building activities such as the high ropes course helped them

to prepare for an amazing year together. Then in May, the general members enjoyed

a similar experience with rappelling and leadership development activities.

We hope that these retreats continue to build capacity within our leaders and

the District Student Leadership Program.

Believe Initiative

Our Middle School General members

participated in Sarah Wells’ Believe Initiative this

year. The project was designed to teach the

importance of being resilient and the power of

believing in yourself, while completing a project

that impacts yourself and those around you.

Students from middle schools across the

district developed their passion projects, either

as individuals or groups, while overcoming

obstacles that stood in their way.

Projects included school wide surveys to improve programs, Fill a Back Pack

project for the less fortunate, a creative writing unit, a walk for water project, to only

name a few. It was amazing to have Sarah Wells and her team return as students

shared their success and challenges. We believe that this project helped to build

resiliency within our membership.


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We had an amazing opportunity to join the OECD Education 2030

conference in Vancouver this past May. Four students from Gleneagle

Secondary School (Renee Boldut, Lucas Hung, Jiwon Hwang, Yahya

Khalil, Jay Hamidova) attended this 2 day conference and worked with students

from around the world to provide input into the future of education.

Renee Boldut – “Meeting others from around the world, especially students, has

made me very thankful for my education and brought me new connections. The

presentations by speakers were also amazing and I feel that I am now much more

knowledgeable about education systems and how brain development impacts learning.”

Lucas Hung – “I left the meeting feeling empowered, and now feel like it's my responsibility to advocate for equity and

agency in education because that's what I've been lucky enough to have in my time as a student at SD43. But what stuck

with me the most was a profound sense of hope - that in a time where wars, both real and ideological, threaten to

separate us and further partition us into boxes, in a time where we grow increasingly estranged from each other

through our screens, people and organizations and countries still care about collaboration, and are willing to spend

money and political capital to help advance this conviction.”

Jiwon Hwang – “It was great to see that there were other students around the world who were thinking outside the box

and being open-minded to the possibilities beyond regular textbook/classroom learning. Also, interacting with the

students (and later, at the galas, with the adults) was amazing and such a great opportunity to network which I really

enjoyed. There was lots of discussion about how we would implement core competencies into

our regular classrooms because there was already so much content to cover.”

Yahya Khalil – “Being able to get to know some of the other people

presented some of us with amazing opportunities in the future and for others it

offered us new and valuable friendships. Attending this conference allowed me

to improve socially and linguistically, as well as in terms of leadership and public

speaking.”

This year’s SD43 Board Budget meetings included a strong student voice coming from SLC

representatives. As a partner group, SLC students pride themselves on taking initiative and making

their voices heard when it comes to issues faced by students throughout the district. This past

February, SLC leaders facilitated a feedback session with students from across the district and

collected feedback about the issues that matter most to them. Following this, a student committee

was formed and the feedback was collated and organized into a formal presentation for the Board

Budget meeting. Highlights from the student presentation included: a grant to support student

initiative in our school communities, a request for more counsellors in our schools, and a request to

have menstrual products readily available in schools. SLC Leaders are proud that they have already

seen their efforts turn into a steering committee that is supporting the School District in reaching a

goal of placing menstrual products in schools by December 2019.

OECD


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https://youtu.be/cJR8WeqPKe8Page 9 of 83

https://youtu.be/cJR8WeqPKe8

BOARD OF EDUCATION Calendar Planning

June 11, 2019

DATE MEETING LOCATION TIME JUNE 2019

11 Board Meeting District Office, Board Room 7:00 pm

13 CE, CLC, COL Commencement Ceremony (Trustee Representative: Christine Pollock) Inlet Theatre 6:30 pm

13 Dr. Charles Best Commencement Ceremony (Trustee Representative: Barb Hobson) Queen Elizabeth Theatre 7:00 pm

14 Aboriginal Education Honouring Ceremony (Trustee Representative: Barb Hobson) Centennial 5:00 pm

15 Gleneagle Commencement Ceremony (Trustee Representative: Jennifer Blatherwick) Queen Elizabeth Theatre 11:00 am

18 Centennial Commencement Ceremony (Trustee Representative: Craig Woods) Orpheum Theatre 7:00 pm

19 District Retirement Event Westwood Plateau Golf Course 5:00 pm

20 CABE Commencement Ceremony (Trustee Representative: Christine Pollock) Massey Theatre 6:00 pm

20 Encompass Commencement Ceremony (Trustee Representative: Lisa Park) Vanier Centre Gym 7:00pm

20 Inquiry HUB Commencement Ceremony (Trustee Representative: Carol Cahoon) Inlet Theatre 7:00 pm

20 Ecole Banting School Opening Banting Middle School 7:00 pm

22 Port Moody Commencement Ceremony (Trustee Representative: Lisa Park) Orpheum Theatre 11:00 am

22 Heritage Woods Commencement Ceremony (Trustee Representative: Kerri Palmer Isaak) Simon Fraser University 2:00 pm

23 Riverside Commencement Ceremony (Trustee Representative: Michael Thomas) Simon Fraser University 2:00 pm

24 Terry Fox Commencement Ceremony (Trustee Representative: Christine Pollock) Orpheum Theatre 6:00 pm

26 Pinetree Commencement Ceremony (Trustee Representative: Keith Watkins) Orpheum Theatre 7:00 pm

CONSENT AGENDA

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Office of the Secretary-Treasurer

MEMORANDUM

TO: Board of Education

FROM: Chris Nicolls, Secretary-Treasurer/CFO

DATE: June 11, 2019

SUBJECT: Record of In Camera Meetings

As per Section 72(3) of the School Act, the Board of Education reports that the following items were addressed at in camera meetings: In Camera meetings held on May 14, 2019:

1. Personnel matters 2. Financial matters 3. Legal matters 4. Other matters

Special In Camera meetings held on May 15, 2019:

1. Land matters 2. Other matter

CONSENT AGENDA

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BOARD OF EDUCATION

TRUSTEE REPORT June 11, 2019

Trustee Blatherwick participated in the following activities, events and meetings:

• May 14, 2019 – Public School Board Meeting, District Offices • May 15, 2019 – In Camera School Board Meeting, District Offices • May 16, 2019 – Student Leadership Committee Secondary Meeting, Gleneagle

Secondary • May 29, 2019 – Meeting with BC Housing for Child Care Task Force • May 29, 2019 – BC Provincial Track Meet, Kelowna • June 3, 2019 – Liaison Meeting – Villages of Anmore and Belcarra • June 4, 3029 – Finance and Audit Committee Meeting, District Offices

CONSENT AGENDA

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Board of Education School District No. 43 (Coquitlam)

TRUSTEE REPORTS

June 11, 2019

Trustee Carol Cahoon participated in the following activities, events and meetings:

• May 8 – Coquitlam Continuing Education “Open House”, Montgomery Centre, Coquitlam • May 9 – School Visit - Customized Learning Centre / Children of the Street Society Youth Art Engagement Project

program, Montgomery Centre, Coquitlam • May 9 – Coquitlam Foundation Board meeting, Coquitlam City Hall, Coquitlam • May 10 – Ministry of Education Announcement of the new Sheffield Elementary School and expansions at Dr.

Charles Best, Panorama Heights Elementary and Westwood Elementary at Smiling Creek Elementary, Coquitlam • May 14 – In-Camera, In-Service and Public Board Meeting, School Board Office, Coquitlam • May 15 – British Columbia School Trustee Association (BCSTA) “Metro” branch meeting, Conseil Scolaire

Francophone de la Columbie-Britannique offices, Richmond • May 15 – Special In-Camera meeting, School Board Offices, Coquitlam • May 16 – Community Pancake Breakfast “Spring Fling”, Seaview Elementary School, Port Moody • May 16 – Middle Childhood Matters meeting, Coquitlam City Centre Library, Coquitlam • May 16 – Adult Centered Education Conference, Executive Plaza Hotel, Coquitlam • May 17 – Adult Centered Education Conference, Executive Plaza Hotel, Coquitlam • May 18 – 808 Cadets Annual Ceremonial Review, Ecole Maillard Middle School, Coquitlam • May 21 – SD43 Elementary Track & Field meet Day 1 of 4, Percy Perry Stadium, Coquitlam • May 21 – School Visit - Suwa’lkh School / Children of the Street Society Youth Art Engagement Project program,

Coquitlam • May 22 – SD43 Elementary Track & Field meet Day 2 of 4, Percy Perry Stadium, Coquitlam • May 22 – Coquitlam Foundation “Power of Philanthropy” event, Mariner Brewing Company, Coquitlam • May 22 – School Visit - Banting Middle School, Coquitlam • May 22 – “Health and Social Implications of Vaping” School District 43 & Fraser Health 2nd joint presentation,

Terry Fox Secondary Theatre, Port Coquitlam • May 23 – SD43 Elementary Track & Field meet Day 3 of 4, Percy Perry Stadium, Coquitlam • May 23 – “taking care of ourselves, taking care of others (tco2)” interactive workshop about preventing sexual

exploitation specifically to grades 10 & 11, Sir Charles Tupper Secondary, Vancouver • May 23 – Elementary School “Sphero Challenge” Day 1 of 2, Winslow Centre Gym, Coquitlam • May 23 – Tri-Cities Healthier Communities Partnership Meeting, City Hall, Port Moody • May 24 – SD43 Elementary Track & Field meet Day 4 of 4, Percy Perry Stadium, Coquitlam • May 30 - Elementary School “Sphero Challenge” Day 2 of 2, Winslow Centre Gym, Coquitlam • May 30 – Amanda Long, 1st VP of CTA, “Farewell” event, Milestones, Coquitlam • May 30 – “The Lady Pirates of Captain Bree” musical, Ecole Moody Middle School of the Arts, Port Moody • June 3 – SD43 Board & Villages of the Anmore and Belcarra Liaison Meeting, School Board Office, Coquitlam • June 4 – School Visit – Parkland Elementary, Coquitlam • June 4 – Finance & Audit Committee meeting, School Board Office, Coquitlam • June 4 – In Service Board meeting, School Board Office, Coquitlam

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Board of Education School District No. 43 (Coquitlam)

TRUSTEE REPORTS

June 11, 2019

Trustee Lisa Park participated in the following activities, events and meetings:

• May 9 – Child Care Task Force meeting, School Board office, Coquitlam • May 10 – Pinetree Secondary School Visit, Pinetree Secondary School, Coquitlam • May 13 – Dinner with Korean Consul General, Consul General’s Residence, Vancouver • May 14 - In Camera, In Service and Regular Public Board Meeting, School Board office, Coquitlam • May 15 - Special In Camera Meeting, School Board office, Coquitlam • May 16 – Seaview Elementary Pancake Breakfast, Seaview Elementary School, Port Moody • May 20 – Heritage and Port Moody Secondary School Korean Moms’ annual yard sale for scholarships, Pinetree

Secondary School, Coquitlam • May 25 – Grand Opening of Port Moody Legion #119, Port Moody Legion #119, Port Moody • May 29 - DPAC meeting, Winslow Centre, Coquitlam • June 2 – Port Moody Air Cadet Annual Ceremonial Review (ACR)- 754 Phoenix Air Cadet Squadron, Dr. Charles

Best Secondary School, Coquitlam • June 4 - Finance & Audit Committee meeting, School Board office, Coquitlam • June 4 - In Service Meeting, School Board office, Coquitlam

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BOARD OF EDUCATION


Trustee Christine Pollock participated in the following activities, events and meetings:

• Governance In Camera meeting• 20 years of Soroptomists in the Tri Cities• PoCo Sports Alliance Awards• Opening of the PoCo Farmers Market• Eagle Mountain Aboriginal Ceremony• CPVPA Retirement Dinner

Upcoming Events: • June 12 ~ Metro Branch Meeting• June 13 ~ CE, CLC and COL Graduation Ceremony• June 15 ~ Centennial Pool Grand Opening• June 19 ~ Board Retirement Event• June 20 ~ CABE Commencement• June 24 ~ Terry Fox Commencement• June 25 ~ Consul General of Korea Luncheon for Korean War Veterans and families• June 27 ~ Year End Appreciation Social• June 27 ~ MLA Fin Donnely’s Reception for new Canadians• June 28 ~ Board Chair and Vice Chair meeting with Mayors• July 1 ~ Canada Day at Castle Park

CONSENT AGENDA

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BOARD OF EDUCATION


Trustee Craig Woods participated in the following activities, events and meetings:

• May 14, 2019 – Public Board Meeting

• May 15, 2019 – Special In Camera Meeting

• May 29, 2019 - Centennial Secondary Excellence in Education Banquet

• May 30, 2019 – CTA Staff Farewell Reception

• June 3, 2019 – Liaison Meeting: Villages of Anmore and Belcarra

• June 4, 2019 – Finance and Audit Committee meeting

• June 4, 2019 – In Service Board Meeting

• June 5, 2019 – Eagle Ridge Ice Cream Social

• June 7, 2019 – CPVPA Retirement Dinner

• June 10, 2019 – Summit Middle PAC Potluck

CONSENT AGENDA

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MEMORANDUM



DATE: June 11, 2019

SUBJECT: Solvency Reserve Account Update

COPIED TO: P. Gartland, Superintendent Recommended Action: The following is provided for information. Background: Solvency Reserve Account (SRA) contributions to the Non-Teaching Pension Plan (NTPP) are determined by the outcome of an Actuarial Valuation (AV). The last AV at December 31, 2016 reflected a solvency deficiency in the amount of $49.6M. $29.4M of this deficiency is covered by a Letter of Credit (LoC). The balance is amortized over 10 years with annual payments of $2.2M. In addition, a further payment is required to ‘make up’ for the lost investment income that would have otherwise been earned had the LoC funds been invested in the Pension Plan. This totals $1.3M annually. Total SRA annual required payments are $3.5M. At June 30, 2018 there was $7.532M in contributions with a corresponding amount recorded on the School District books. While this is separately recorded on the School District financial statements, however the Ministry of Education consolidates this with the operating accumulated surplus of $16.4 million and reports that SD43 has a surplus of $24M. This has led to confusion with the misguided belief that the full $24M is available for allocation to operational or capital requirements. The Assistant Secretary-Treasurer and the Secretary-Treasurer recently met with Ministry staff to discuss how to resolve this misunderstanding. There was consensus between Ministry of Education and School District staff that it would be acceptable to capture and record net SRA contributions to the NTPP under the Special Purpose Fund (SPF) umbrella. The capture and recording of the SRA or pension stabilization funds within the SPF is acceptable to the Ministry and our external auditors are accepting of this change. This will eliminate confusion and more accurately reflect true operating surplus on the financial statements. Accounting recording requirements for these payments are made on a going concern basis which leads to a larger going concern surplus, which is subsequently recorded as an asset (reduced Employee Future

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Benefit liability) contributing to the school district accumulated surplus. The closing of the NTPP will require the use of the SRA and the resulting school district accumulated pension stabilization account funds in future years as going concern and solvency funding requirements converge. We are seeking clarification as to how the Ministry is wanting us to reflect the transfer to the SPF of the Pension Stabilization surplus of $7.5M as reported on the June 30, 2018 audited financial statements. We are proposing to do a current year transfer from the operating account to the SPF. As an additional note a further $5.7 M has been contributed to the SRA during the current school year with an estimated year-end balance of approximately $13.2M that will be recorded within the SPF on SD43 financial statements and June 30, 2019. SRA Incremental Contribution As previously advised, an AV is being performed as at December 31, 2018. The closing of the NTPP and the transfer of active employees to the Municipal Pension Plan is expected to meaningfully reduce the solvency deficiency. As an outcome, it is likely that the LoC could be significantly reduced or eliminated prior to the October 2019 renewal date. At the same time the NTPP has made a $10M commitment to invest in an infrastructure fund and these funds are expected to be required in the next 90 days. It makes good business sense to accelerate the solvency deficiency payments due over the next period such that these accelerated contributions can assist in funding the new investment and contribute toward the eliminate of the LoC and reduce solvency deficiency payments and the subsequent expense to the School District. We will be pursing this initiative over the coming months and will report back to the Board in the Fall.

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School District No. 43 (Coquitlam)

M E M O R A N D U M

TO: Patricia Gartland, Superintendent

FROM: Ken Hoff, Asst. Director, Communications and Community Relations

DATE: June 11, 2019

RE: Update on the Administrative Procedures Review

For the Board’s Information Here is an update on the ongoing Administrative Procedures (AP) review. The APs below, and supporting forms if applicable, have been reviewed and subject to their review status, they remain unchanged, deleted, revised, rewritten or are new. A total of 189 APs and 66 forms have been reviewed to date.

AP 265 Reconsideration of Resource Materials which are Challenged

Rewritten to integrate parts of AP 260 and meet updated Ministry policies and guidelines Rewrite

AP 355 Formal Intervention and Suspension of Students Previously updated but minor revisions added Revised

AP 562 Community Use of School Facilities Revisions to update smoking, vaping language and fee category corrections Revised

AP 563 Sharing of Revenue Revised to include information about sharing rental revenue with schools Revised

AP 380 Resolution of Student or Parent School Concerns Minor revisions to roles and responsibilities Revised

AP 550 Minor Renovations and School Funded Projects Minor revisions and corrections Revised

AP 556 Traffic Safety Revision and updates to roles and responsibilities Revised

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MEMORANDUM

Date: June 11, 2019 To: Patricia Gartland, Superintendent From: Geoffrey Johnston, Principal

Jean Wong, Vice-Principal Re: International Education Report: Highlights of the School Year At the June 11th Board Meeting, we are pleased to have the opportunity to present the highlights of this school year’s international education program. Some highlights of the year include:

1. International Education Enrolment Numbers

2. Student Achievement

3. Student Support

4. Principal and Teacher Training Groups

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Coquitlam’s International Education Program: Celebrating 20 Years of Excellence

Raising Our International Profile

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Ambassador for the City of Coquitlam Patricia Gartland was invited to be an ambassador for the city of Coquitlam in April 2005.

“The person behind the Ambassador Program is a simple one; word of mouth communication becomes a powerful tool when prominent individuals, such as Patricia Gartland connect with other decision makers in different parts of the world”.

International Student Enrolment 2018 – 2019 School Year

• $35 million gross revenue

• Student enrolment: 2000 from 35 countries

• Gross International Education Revenues (1999 – 2019): over $365 million

• EAL Data: District Average - level 4.2

• The overall average high school mark for our international students was 76%

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Supporting Our Schools

• Teachers Hired (FTE: 125.42)

• 18 non-enrolling blocks (2.52 FTE) given to high schools above the regular IE staffing

• School grants – over $722,000 in grant money this year

• Multicultural Initiatives - $11,500 awarded to schools (For example, District Student Leadership Conference, Supporting Lunch & Breakfast Programs, and Dragon Boating Event)

• Subsidized Grade 12 graduation tickets- $1,000 to each high school

• Supported secondary ELL teachers – to get together & create a standardized assessment tool for international and ministry funded students

International Education Initiatives

• Vital English – we offer a Pre-Arrival Learning Package to our students

• High School Orientation – welcome orientation offered to new students – full day of fun & games at Prospect Point Park

• Elementary/Middle School Orientation & EAL Testing – hired 10 ELL teachers to assess new students

• ISSP - under the Guard.Me Insurance plan, is an International student support program available to our students.

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Teacher Training Program

• Stephen Whiffin and his team trained 127 teachers and administrators from Hangzhou, China this year.

• Topics included: Curriculum, Instruction, Technology and Learning Resources, Social and Community Learning, and Educational Leadership

Student Achievement• Sofia Foresio and Letizia Torri, two

students from Italy, qualified to play on Riverside’s Tier 1 & Tier 2 Senior Girls Volleyball team this year. Both girls currently play for the Ducks 17A team (community based volleyball program).

• The winner of the 7th Annual Study in BC contest was Letizia Torri. “I am happy I decided to come here to improve my English and see the world from a different perspective”.

• Eric Zeng, a student at Heritage Woods, won the VEX Robotics Competition for his school.

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Student Ambassador Stories

• Yuxuan (Sienna) Liu, a grade 11 honour roll with distinction student from China, is the President of the International Student Club (Take Action Club) at Gleneagle Secondary School. Sienna not only organizes volunteer opportunities for international students in the community, but also holds weekly study sessions. Member of the school soccer team and ConX Leadership.

• Lula Moreno, a grade 12 Heritage Woods student from Spain, calls Coquitlam her “second home”. She met her best friend playing on the school field hockey team. In her free time, Lula volunteers as a coach for the field hockey Tri City Eagles.

Testimonials from our Agents and Parents

• In January 2019, our top Korean agent awarded Coquitlam’s International Education Program as the most supportive school district in BC.

• Parent testimonial: “We sincerely thank you for the professional support and acceptance of our daughter in your program. We remain great supporters and ambassadors of your fine country”.

• Parent testimonial: “We believe that Coquitlam has one of the world’s leading school systems. Your program is really great and well administered”.

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Branding Our Program

• As we continue to build our community and brand our program, we would like to take this opportunity to thank the Board and the District Leadership Team for their tremendous support.

• “More than 500,000 international students are expected to study in Canada this year, in primary schools through to universities, more than four times as many as were here in 2000. The increase is a huge success for international education in Canada” (Larissa Bezo, interim head of the Canadian Bureau for International Education).

11

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MEMORANDUM

TO: Patricia Gartland, Superintendent of Schools FROM: Gerald Shong, Assistant Superintendent

DATE: June 11, 2019

SUBJECT: Numeracy Support Services

Recommended Action: For information purposes. Numeracy Support Initiatives: With the implementation of the revised curriculum, the District Leadership Team identified the need to support teachers with educational practice in the area of Numeracy. The Board has supported Numeracy through Learning Services staffing with the positions of Secondary Curriculum Coordinator, Early Learning Coordinator and Numeracy Learning Support Teachers/Mentor Support Teachers. Administrator Andrea McComb, teachers Michelle Ciolfitto, Kristin Kipp and Jennifer Whiffin will provide an overview and update on Numeracy support initiatives in SD43. Attached: PowerPoint Presentation

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2019‐06‐06

1

NumeracyBoard Presentation

June 11, 2019

Michelle Ciolfitto, Kristen Kipp, Jenn Whiffin,

Our Focus this Year‐Numeracy Development

Just as we support students to become literate, we must also support them to become numerate.

Numeracy is defined as the ability, willingness, and perseverance to interpret and apply mathematical understanding to solve problems in contextualized situations, and to analyze and communicate these solutions in ways relevant to the given context.

1

2

Page 28 of 83

2019‐06‐06

2

Numeracy Routines• Easy to prep

• 5 to 10 minute routines that teachers can use daily aswarm‐ups, mini lessons, with the whole class or in smallgroups.

• Focus on the big ideas in Mathematics.

• A “way in” for all teachers, K‐12+.

• Allow for real life applications

• Promote competency development

Structures and ContributorsStructure Contributors

Numeracy Network

Numeracy Network “Executive”

13 teams 80 elementary and middle teachers

6 K‐8 math leaders

Lesson Studies 34 Gr 6‐8 educators

Carole Fullerton “Bootcamp” 90 K‐8 math educators

Pop‐Up Labs 5 elementary schools

School‐based PD/ Team Leader Meetings 4 Middle school staffs, 11 Elementary staffs

One on One &One on Small group

120 educators

Numeracy Professional Development (District)

Lesson Studies (36+ educators)Focus Day (60+ educators)Mentoring Network Series (40+ educators)Indigenizing Math Series (60+ educators)After‐school Numeracy Lab workshops (30+ educators)

3

4

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2019‐06‐06

3

What are we noticing

Teachers enjoying learning and

implementing the routines

Students taking ownership of their learning within those routines; are engaged

Promoting conversations

about competency

development and reporting

Creating a demand for

deeper content learning and assessment

expertise within a competency‐

based curriulum

What Next?Continue to expand capacity and confidence of mathematics educators

• Carole Fullerton Professional Learning sessions and Lesson Studies

• One‐on‐One mentoring

• Collaborative structures within schools

Expand Numeracy Routine exposure and fluency

• Professional Learning Opportunities at Numeracy Lab

• In‐school professional development and co‐teaching

Work with smaller groups to promote effective and accurate assessment and planning for next steps to build student skills

5

6

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2019‐06‐06

4

What Next?

Working group to be created to

• Develop and implement broad assessments that could be used in similar ways to the Literacy CBA’s

• Collect and interpret data to support resource allocation, focus areas for teacher PD

• Align Ministry expectations with classroom practice

7

Page 31 of 83



MEMORANDUM


FROM: Chris Nicolls, Secretary Treasurer/CFO

DATE: June 11, 2019

SUBJECT: Enterprise Risk Management Update

COPIED TO: P. Gartland, Superintendent

Recommended Action: This is provided to the Board for information.

Background: This is our third annual reporting out to the Board of school district risk as captured in the attached Risk Register.

In April 2017, the School District engaged KPMG to undertake to lead an enterprise risk management review as a strategic initiative in support of Directions 2020 goal #3 Foster a Sustainable Organization. KPMG engaged with the Board of Education, District Leadership Team (DLT) and stakeholder groups to independently gather their input of identifying key risks. The DLT reviewed the information, assessed and independently prioritized the risk of each identified risk type, drivers and mitigation or compensating controls.

The result of the ERM assessment was the identification and classification of twenty-nine risks into a Risk Register. There were eight risks that clearly ranked above the others; four of these relate to human resources requirements, two relate to support for students and one each to business systems and facility maintenance.

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June 2019Risk Ref

Risk Category

Risk Description Impact Likelihood Action to Prevent/Manage Risk Explanation of Change

8Human Resources

Lack of adequate autonomy to implement required new roles or change responsibilties within existing roles due to limitations imposed by PSEC.

High Medium• Performance expectations are high and lived through the

District's culture which has led to individuals voluntarily

taking on additional responsibilities within their current roles

Our organizational capacity staffing improvement

initiative has provided for additional staffing

resources, eased the work burden on employees and allowed for improved work/life balance

21 StrategicLack of organizational capacity (people and expertise) to manage all current and planned initiatives and projects, while

maintaining effective regular operations.

Medium Medium • Recent addition of key leaders in management roles

to drive change and add needed skillsets

Incremented exempt staff to better align with like educational organizations providing expertise and

sucession planning.

6Human Resources

The risk that SD43 is unable to recruit and retain enough highly skilled faculty and staff in key positions to meet its needs.

High Medium

• The District continues to grow its strong brand

• The District offers one of the best benefits package in

the province

• The District has strong / engaging leadership team.

Organizational capacity improvements

9Human Resources

The risk that SD43 is unable to adequately plan for and replace potential vacancies within key management, teaching and

administrative positions, leading to potential loss of

organizational knowledge and skills

High Medium • Coquitlam is considered a desirable place to live,

therefore attracting resources may not be as challenging Organizational capacity improvements

16 Reputation

The risk that, due to limited Ministry funding, SD43 lacks sufficient resources or available positions to adequately support

and provide a positive experience for its students with special

academic or behavioural needs.

High High• Hiring more EAs and other professionals to

accommodate students with special needs

18 StrategicThe risk that, due to limited Ministry funding, SD43 may not have

sufficient or appropriate tools and resources to address the needs of students and families with mental health issues.

High High• Hiring more EAs and other professionals to

accommodate students with mental health issues

29

Support Areas

(including IT & Admin)

The risk that SD43's legacy systems are unable to offer sufficient functionality, availability, and data integrity resulting in

ineffective and inefficient support for operations, internal

control, and decision making.

High High• Management support of increased spend/resources in

this area• Implementation of findings from the District's review of IT

1 Facilities

The risk that SD43 is unable to adequately maintain all of its schools and facilities, resulting in further facility degradation, a sub-optimal teaching environment, and higher capital costs over

the long-term for major repairs

Medium Medium

• Planned / recent facility upgrades

• Development and institution of a long-term

facilities maintenance plan• Seismic upgrades in most schools

13 OperationsThe risk that incidents related to the safety of students and faculty within SD43’s care, including violence and threats,

require significant resources to prevent and manage.

Medium High

• Increased focus on health and safety through a number of District-wide initiatives

• Mentoring support and training to assist teachers in dealing with difficult situations

• Youth worker placement in four high incident elementary schools

• We are experiencing an incremental number of employee injuries resulting from child behavior.

• Employee stress with some parent engagement is increasing

Coquitlam School District Risk Register

Coquitlam School District: Risk RegisterGreen font = Improved

Red font = worsened Page 33 of 83

Risk Ref

Risk Category


5Human Resources

The risk that an agreement cannot be reached with the CTA/CUPE leading to a strike or other forms of labor disruption.

Medium Medium• Relations with Union are stronger than they have been

in recent years, decidedly so with the CTA.

28

Support Areas

(including IT & Admin)

The risk that the age of SD43's IT infrastructure may result in service limitations, speed reductions, security / control

limitations, or unreasonably high maintenance costsMedium Medium

• Management support of increased spend/resources in

this area• The planned implementation of findings from the

District's recent review of IT

15 Reputation

The risk that SD43 may be the subject of a cyber security breach

or internal leak, resulting in the loss of confidential or personal information which leads to reputational damage, loss of credibility, and possible legal or regulatory action.

Medium Medium

• Network segregation

• Spam filtering

• Firewalls

• Complex password protection

27 StrategicThe risk that SD43’s overall approach and process around the

disposal of assets (e.g. land) may pose limitations on offering additional programming and educational space.

High Medium• Work to ensure Board / Staff alignment on the long term

capital plan with land sale proceeds targeted for specific land acquisitions or facility improvements

Our capital reserves are depleted as an outcome of

local funding support for Sheffield Elementary. To generate funds for future capital requirements under the existing Ministry guidelines they will need to be sourced from the disposal of assets or from operational (classroom funds).

2 FinancialThe risk that shifts in the political landscape may lead to changes in budgeting / funding, requiring cuts in staffing, programming,

etc.High High

• Robust, revenue-generating international student program

in place• Balanced budgets

Uncertainty over the impact of the funding model

review recommendations and experienced funding

short realized in 2019/20 budget

25 Strategic

The risk that a lack of clarity around roles and responsibilities between SD43’s management and board leads to conflicts, lack of objective challenge of management, or poor working

relationships.

Medium Medium• SD43 provides training to the board in certain areas as

part of the onboarding process

20 Strategic

The risk that SD43 is resistant to cease activities that are no

longer effective, or bold / nimble enough to attempt new

initiatives or activities to achieve desired outcomes (e.g.,

emotional ties to traditional approaches or activities).

Medium Low• Recent addition of key leaders in management roles

to drive change and add needed skillsets

Recent history of success with efficiency and program reviews has demonstrated that change

management requirements are an element of our continuous improvement culture

24 StrategicThe risk that SD43 is unable to diversify its base of international

students, while political changes within or relationships with key countries reduce enrollment levels within the program.

Medium Medium• The District continues to grow its strong brand

• Placement of international students in under-

enrolled schools

11 Operations

The risk that SD43 may not be able to provide sufficient

appropriate educational continuity or emergency response to manage plausible events (e.g., hazards, catastrophes,

pandemics) while managing the cost of continuity planning.

Medium Low• High-level continuity plans have been developed in

certain areas (e.g., IT)


Red font = worsened Page 34 of 83

Risk Ref

Risk Category


3 Financial

The risk that SD43’s administrative staff / principals / vice-

principals lack sufficient training and skills to make informed budgeting decisions to allocate available funding optimally to

achieve the best educational outcomes and manage various

possible budgets

Low Low• I Institution of more rigor and visibility around

financial reporting/budgeting processes

• Balanced budgets

Enhanced mentoring and training programs seminars combined with better communications on information sharing over the past two years.

19 StrategicThe risk that SD43's teachers and faculty are unable to efficiently and correctly deliver the new curriculum.

Low Low • The District has a high-quality and younger teaching force

• The District has embraced technology

The introduction of mentoring staff and additional resources and training for teachers has significantley reduced this risk.

7Human Resources

The risk that SD43 does not have an adequate performance

management process in place to identify and address underperformance and reward high performers.

Low Low

• Performance expectations are high and lived through

the District's culture rather than being formally instituted• The District has developed a performance management

program

Performance management system is in place and an aspect of annual compensation review

practices.

17 StrategicThe risk that, due to limited Ministry funding, SD43 may not have

sufficient tools and resources to support First Nations students to

achieve desired educational outcomes.

Low Low• High enrollment in the District's First Nations

tailored school/programs

26 StrategicThe risk that SD43 does not consult or collaborate with appropriate groups within the organization to make key decisions.

Medium Low

10 OperationsThe risk that SD43 does not adequately comply with regulatory requirements (e.g., OH&S rules, changing building codes, union requirements for staff).

Medium Low• Various programs in place throughout the School

District that monitor compliance in areas such as OH&S

4 FinancialThe risk of successful fraudulent activities perpetrated by

employees, stakeholders, or students against SD43 (e.g., misappropriation of financial, physical, or information assets).

Low Low

• Implementation of online payment system to reduce cash

handling at schools• Increased focus on internal controls as well as

segregation of duties

12 OperationsThe risk that SD43’s organizational alignment including lines of authority and accountability, decision making structure and holding people accountable for their

Low Low

• Performance expectations are high and lived through the

District's culture rather than being formally instituted • The District has developed a performance management

14 OperationsThe risk that ethical breaches or misconduct by SD43 teachers (or others) result in legal or financial penalties or reputational damage (or possibly a decrease in enrollment levels).

Low Low• Hightened scrutiny around teacher/student conduct

development and institution of policies

23 StrategicThe risk that SD43 is under-enrolled and unable to attract the student base required to grow enrollment to a desired level.

Low Low

• Stable investment in marketing to attract

international students• The District continues to grow its strong brand

• Placement of international students in under enrolled

schools

22 StrategicThe risk that competition with other education providers (e.g.,

private schools and other school districts) could result in a loss of

students and funding for SD43.Low Low

• Stable investment in marketing to attract

international students• The District continues to grow its strong brand

• The District continues to expand its program offering


Red font = worsened

program

Page 35 of 83



MEMORANDUM


FROM: Chris Nicolls, Secretary-Treasurer

DATE: June 11, 2019

SUBJECT: Finance and Audit Committee Terms of Reference

COPIED TO: P. Gartland, Superintendent; N. Mikl, Assistant Secretary-Treasurer

Recommended Action: The following is provided for information. Background: The Terms of Reference of the Finance and Audit Committee have been reviewed by the Committee and are being brought forward to the Board of Education for information, as there are no recommended changes.

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FINANCE & AUDIT COMMITTEE TERMS OF REFERENCE

PURPOSE The purpose of the Finance and Audit Committee of the Board of Education is to help oversee the budget, monitor financial management and reporting, and provide a more focused and ongoing discussion of District financial accountability, risk assessment and mitigation strategies and the budget process, controls, monitoring and reporting, within the Board approved strategic vision and plan. COMPOSITION The Committee shall be a Board of Education Committee of the Whole and will consist of all Trustees and select excluded staff members, which will include the Superintendent, Secretary-Treasurer, Assistant Secretary-Treasurer Corporate and Finance Services, and one member of the District Leadership Team (DLT). In terms of the DLT, it is recommended that they select a member with a financial background and/or experience where possible. The DLT member appointed to the role will be selected for a period of one year which will run from January 1st to December 31st. The DLT member will be appointed in December of each year. The Finance and Audit Committee will be chaired by the Chair of the Board of Education. DUTIES AND RESPONSIBILITIES General Responsibilities:

Schedules regular meetings; additional meetings may be called at the request of the Chair;

Appoints a Secretary who shall record the proceedings of all meetings.

General Financial Oversight:

Advises on financial policy issues;

Makes financial recommendations to the Board of Education;

Complies with statutory requirements and any other relevant government regulations. Audit Committee:

At least twice annually, the Committee will convene as an Audit Committee with the following duties:

Liaises with the District’s Auditor or other financial audit institutions on behalf of the District;

Manages the selection of the Auditor, reviewing their services to the District and recommending their appointment to the Board of Education;

Reviews financial statements and discusses them with the Auditor as required;

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Ensures the Auditor is providing an adequate level of advice to the District which is agreed and set out in the Auditor’s Management Letter;

Meets with the Auditor to approve the audit plan, including scope and materiality levels, receives and reviews the audit report including noted management letter areas, and reports out annually to the Board of Education on the audit results;

Receives summary reports on internal compliance audits; these will be reviewed and recommendations made for changes to processes or procedures.

Financial Planning Budgeting and Reporting:

Each year setting a budget target, ensuring the budget is delegated to specified persons who will be accountable for their specific portion of the budget, monitoring budget performance and taking appropriate action if required, based on budget information;

Presenting budgets to the Board of Education for approval;

Reviewing the operating budget results after each forecast, business risks and explanations of variances between budgets and actual results and proposed actions;

Advising on priorities when faced with in-year budget pressures or during budget formulation;

Receiving and reviewing information prepared by staff related to the District’s financial position and reporting this to the Board of Education.

Treasury Management, Bookkeeping and Recordkeeping:

Although the Finance and Audit Committee will not be involved with the daily tasks of banking, bookkeeping and recordkeeping, it is responsible for:

Advising on the process for choosing which banks or other financial institutions the District should use and what type of bank accounts it should have;

Approving any changes of signatory for the District’s bank accounts;

Reviewing and updating delegated authorities as required;

Reviewing recommendations relating to internal controls;

Ensuring appropriate cash management and cash investing protocols are in place and adhered to. Control of Fixed Assets and Risk Management Oversight:

Ensuring that the District keeps proper financial records of its fixed assets, equipment and property;

Ensuring that the District is adequately insured and that the policies are regularly reviewed to ensure that the coverage is adequate and the premiums competitive;

Annually reviews open insurance claims and determines if the necessary risk management practices are in place;

Assesses District risk matters and determines the adequacy of risk mitigation strategies implemented by management.

Financial Systems:

Enables accountability and transparency in all financial systems and processes;

Ensures that financial systems incorporate adequate risk considerations in recommendations;

Determines changes to segregation of duties as appropriate. Legal Compliance:

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On an annual basis, reviews any legal matters that could have a significant impact on the District’s financial statements, the District’s compliance with applicable laws and regulations, and inquires received from regulators or government agencies;

Receives an annual report on updates to the Standards of Conduct for Employees. ACCOUNTABILITY The Finance and Audit Committee will report its deliberations to the Board of Education at its next regular meeting. The Finance and Audit Committee will review these Terms of Reference at its final meeting in each fiscal year and recommend changes to the Board of Education. OPERATIONS OF THE COMMITTEE In order to discharge its responsibilities, the Finance and Audit Committee shall each year establish a schedule of meetings. Additional meetings may be scheduled as required. A quorum at any Committee meeting shall be a majority of its members. All determinations of the Committee shall be made by either at a meeting duly called and held, at which a quorum was present and acting, or by a written consent to actions taken and signed by all of the members of the Committee. The Secretary-Treasurer shall be responsible for establishing the agendas for meetings of the Committee in consultation with the Chair. Trustees can also request agenda items which will be reviewed by the Chair. An agenda, together with materials relating to the subject matter of each meeting, shall be sent to members of the Committee prior to each meeting. Minutes for all meetings of the Committee shall be prepared to document the Committee’s discharge of its responsibilities. The minutes shall be circulated in draft form to all Committee members to ensure an accurate final record, shall be approved at a subsequent meeting of the Committee and shall be distributed to the Board of Education. BOARD OF EDUCATION APPROVAL Adopted by the Board March 2014 Amended by the Board June 2017

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Facilities Department

MEMORANDUM

TO: Chris Nicolls, Secretary-Treasurer

FROM: Ivano Cecchini, Executive Director, Facilities and Planning Services

DATE: June 11, 2019

SUBJECT: 2020/2021 Five Year Capital Plan

COPIED TO: District Leadership Team

Recommended Action: That the Board of Education approve the annual 2020/2021 Five Year Capital Plan for submission to the Ministry of Education. Background: The Five Year Capital Plan is the mechanism for identifying and reporting the District’s facility project needs and priorities to the Ministry of Education. Overview Since the last Capital Plan submission, there have been a number of successful capital project updates including the replacement and opening of Moody Middle School, the opening of Smiling Creek Elementary School, the substantial completion of the Leigh Building Envelope Project, the funding for a new elementary school for Burke Mountain, and the funding for addition projects for Dr. Charles Best Secondary, Panorama Heights Elementary, and Westwood Elementary. In addition, capital funding through School Enhancement Projects totaling over $ 2 000 000 was received to complete upgrades at Dr. Charles Best, and Summit Middle; $ 370 000 was received through Carbon Neutral Capital Project funding for upgrades to Hazel Trembath, and over $300 000 was received for new playgrounds at Eagle Mountain, Pleasantside and Central. This work complements the Annual Facilities Grant project work which will be reported on in the fall. Several other Ministry supported capital projects are currently in progress which include: • École Banting Middle (seismic replacement; school occupied parking lot construction nearing

completion) • Centennial Secondary (seismic replacement; Phase 2 building and artificial turf field) • Minnekhada Middle (seismic replacement; construction underway) • Ecole Irvine Elementary (seismic replacement; building permit submitted) • Riverside Secondary (building envelope; design phase) • Westwood Elementary addition (out for tender)

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• Dr. Charles Best addition (design build request for proposals) • Panorama Heights addition (design phase) • Sheffield Elementary (design phase) • Moody Elementary (waiting for funding approval) • Dr. Charles Best Secondary – (seismic upgrade report phase) • Montgomery Middle – (report phase)

Plan Details The format of the submission is categorized by type such as Seismic Mitigation, Expansion (new school, addition), Replacement, Building Envelope, School Enhancement, and Carbon Neutral Capital Program. A bylaw is no longer required for submission to the Ministry. A bylaw is passed when the Capital Plan response is received from the Ministry of Education in the spring of the following year. Highlights of our highest priority projects by category include: Seismic Mitigation Program Projects: Moody Elementary Montgomery Middle Maple Creek Middle Expansion Projects: New School Burke Mountain Secondary (middle/secondary) NE Coquitlam Middle Addition Riverside Secondary Scott Creek Middle Port Moody Secondary Replacement Projects: Nestor Elementary Como Lake Middle

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Ministry of Education Capital Plan 2020/21 Request Summary

School District Number 43School District Name Coquitlam

Long Range Facility Plan Last Updated: May 19, 2019

SD # All

ProgramTotal or Estimated Project

CostAddition $73,000,000New School $140,331,500Site Acquisition $150,888,740Seismic $169,162,290Replacement $113,886,076BEP $13,176,867SEP $5,080,000CNCP $1,540,000Grand Total $667,065,473

*PEP and BUS not included

Program Name Project Priority Facility or Project Name Project Description Total/Estimated Project Cost

Addition 1 Riverside Secondary 8 Classroom Addition $9,400,000.00Addition 2 Scott Creek Middle 10 Classroom Addition $10,000,000.00Addition 3 Port Moody Secondary 12 Classroom Addition $12,000,000.00Addition 4 Banting Middle 4 Classroom Addition $4,000,000.00Addition 5 Gleneagle Secondary 8 Classroom Addition $6,800,000.00Addition 6 Eagle Mountain Middle 4 Classroom Addition $4,000,000.00Addition 7 Terry Fox Secondary 8 Classroom Addition $9,400,000.00Addition 8 Roy Stibbs Elementary 8 Classroom Addition $9,400,000.00Addition 9 Smiling Creek Elementary 4 Classroom Addition $4,000,000.00Addition 10 Blakeburn Elementary 4 Classroom Addition (incl. 2 K classrooms) $4,000,000.00New School 1 Burke Mountain Secondary New 1000 Capacity Secondary School + NLC $73,523,800.00New School 2 NE Coquitlam Middle New 600 Capacity Middle + NLC $41,807,700.00

New School 3Marigold (Partington Creek) Elementary New 80K/375 Elementary + NLC $25,000,000.00

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Site Acquisition 1 Fraser Mills ElementaryNew 80K/375 Elementary & NLC (Land Acquitistion Only) $32,617,860.00

Site Acquisition 2 Riverwalk ElementaryNew 80K/375 Elementary & NLC (Land Acquitistion Only) $17,235,575.00

Site Acquisition 3 Hazel Coy ElementaryNew 80K/375 Elementary & NLC (Land Acquitistion Only) $17,235,575.00

Site Acquisition 4 Port Moody Centre ElementaryNew 80K/375 Elementary & NLC (Land Acquitistion Only) $32,617,860.00

Site Acquisition 5 Coquitlam City CentreNew 80K/375 Elementary & NLC (Land Acquitistion Only) $33,946,295.00

Site Acquisition 6Marigold (Partington Creek) Elementary

New 80K/375 Elementary & NLC (Land Acquitistion Only) $17,235,575.00

Seismic 1 Moody Elementary Full seismic replacement 60K/325+ NLC $22,028,335.00Seismic 2 Montgomery Middle Seismic replacement/upgrade TBD $40,000,000.00Seismic 3 Maple Creek Middle Seismic replcement/upgrade TBD $52,591,325.00Seismic 4 Dr. Charles Best Secondary Seismic Upgrade $30,600,238.00Seismic 5 Cedar Drive Elementary Seismic Upgrade $2,630,327.00Seismic 6 Glenayre Elementary Seismic Upgrade $2,921,648.00Seismic 7 Mary Hill Elementary Seismic Upgrade $3,747,104.00Seismic 8 Port Moody Secondary Seismic Upgrade $2,547,634.00Seismic 9 Hillcrest Middle Seismic Upgrade $3,245,765.00Seismic 10 Cape Horn Elementary Seismic Upgrade $8,849,914.00

Replacement 1 Nestor ElementaryReplace existing school with K-5 Capacity Elementary School $15,734,559.00

Replacement 2 Como Lake Middle Replace existing school with 6-8 $19,273,522.00Replacement 3 District Maintenance Shop Maintenance Facility $14,177,995.00

Replacement 4 Continuing Education SD43 District Ed Centre (Vanier, Monty Elem, Millside, CLOC) $34,700,000.00

Replacement 5Education Learning Centre Phase II Phase II Replacement Building $30,000,000.00

BEP 1 Riverside SecondaryReplace failed stucco Massonry and windows, replace all gutters and facia. Approved for Design $4,052,867.00

BEP 2 Gleneagle Secondary Replace existing stucco cladding $7,452,000.00BEP 3 Roy Stibbs Elementary Replace west wall with rain screen $539,000.00BEP 4 Mountain Meadows Remediation of East Entrance $258,000.00BEP 5 Bramblewood Elementary Replace gymansium stucco cladding $426,000.00

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BEP 6 Pinetree Way Elementary Replace skylights, SBS roof $449,000.00SEP 1 Pleasantside Elementary Building Envelope $1,923,000.00SEP 2 Rochester Elementary Building Envelope $1,867,000.00SEP 3 Miller Park Elementary Univents and gym air handling retrofit $590,000.00SEP 4 Port Moody Secondary LED upgrade $500,000.00SEP 5 Leigh Elementary DDC replacement and univent overhaul $200,000.00CNCP 1 Montgomery Adult Ed Boiler Upgrade, DDC Installation $340,000.00CNCP 2 Winslow Centre Boiler and controls upgrade $350,000.00CNCP 3 Hampton Park Elementary Boiler Upgrade $275,000.00CNCP 4 Eagle Ridge Elementary Boiler upgrade - Phase 1 $300,000.00CNCP 5 Aspenwood Elementary Boiler Upgrade $275,000.00

PEP 1 Ecole Porter Street Elementary Universally Accessible Playground EquipmentPEP 2 Cedar Drive Universally Accessible Playground EquipmentPEP 3 RC MacDonald Elementary Universally Accessible Playground EquipmentTotal $667,065,473.00

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Facilities Department

MEMORANDUM

TO: Chris Nicolls, Secretary-Treasurer/CFO

FROM: Ivano Cecchini, Assistant Secretary-Treasurer

DATE: June 11, 2019

SUBJECT: Moody Elementary Design


Recommended Action: That the Board of Education authorizes advancing up to $100 000 to be allocated towards the beginning phases of design for the replacement of Moody Elementary School. Background: The current Moody Elementary School is rated as a high seismic risk building. In upcoming months, it is anticipated that funding approval for a replacement school will be provided by the Province. The new building will be located at the current Moody Middle site. In addition to it being a seismically safe building with functional and technological improvements, it will be designed to accommodate more students resulting from the expected population growth in the area.

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Facilities & Planning Services

MEMORANDUM


FROM: Ivano Cecchini, Executive Director, Facilities & Planning Services

DATE: June 11, 2019

SUBJECT: Burke Mountain Secondary School Environmental Initiative


Recommended Action: That the Board of Education support an initiative to create one of the “Greenest” schools in Canada. Background: Projections indicate that a new secondary school (beginning as a middle/secondary) will be needed for the 2023 school year. The District currently does not have support of the Ministry of Education to move forward with this project although a jointly owned school/park site is in place. Along with strong and well recognized design practices for our new schools, our District is well recognized for being a leader in energy savings initiatives and conservation practices. Discussion: During a time where topics such as climate change, environmental education, and sustainability are at the forefront of minds in our community, and around the world, we have an opportunity to show the Province that along with the need for a new school, we are willing to support a much higher “Green” standard. Potential steps for the Board to engage this process could include:

• Commitment by the Board of Education to build to a much higher “Green” standard • Seek endorsement from Coquitlam Mayor and Council to support initiative

• Public campaign to demonstrate leadership in environmental stewardship • Seek partners to support premium cost between LEED Gold standard and an advanced

educational standard that promotes environmental education for our students • Seek commitment from the Province to advance this project based on municipal and

private partnerships

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Some high-level preliminary work has been done by CHP Architects to explore possibilities for constructing our new “Green” school. With Board support some of the areas that could be explored further include: Energy – Net Zero Energy Program (the school does not use more energy than it can produce) Possible Measures to employ include:

1. Photo Voltaics (PV): Covering all roof surfaces and some site areas with Photo Voltaic panels. Depending on the number of PV surface employed up to 100% of the building energy or more use could be provided with the sun. The cost of PV’s has dropped in recent years with a current estimated payback on initial investment of approximately 18 to 20 years.

2. Geothermal Heating & Cooling: Geothermal Heating and cooling uses the constant moderate temperature of the earth to supplement cooling loads in the summer and heating loads in the winter. Essentially ‘free’ heat and cooling is extracted from the earth which would greatly reduce energy demand. Further ground drilling and studies would be required to determine the capacity of the site to provide heating and cooling.

3. Wind: Depending on local site conditions, smaller wind turbines can generate electrical energy for building use. Further study would be required to determine the site suitability. In most cases smaller wind generation may be less desirable to PV’s but it does display a visual ‘green learning’ initiative that is beneficial in a learning facility.

4. Solar Hot Water: In addition to employing the sun to produce electricity, the project may explore using the sun’s energy to heat water through evacuated tubes which will provide hot water to showers and sinks and possibly to HVAC units for heating.

5. Enhanced Building Envelope: Reduction of heat loss through the walls, floors and roof of

the building will greatly offset the amount of heating, cooling and energy that needs to be produced by geothermal, wind and sun. The key principle of building envelope is to keep the conditioned space within the envelope and the unconditioned space outside of the envelope. The idea is that once the air is conditioned to a certain level is does not require much energy to keep the air at that level.

Windows and doors constructed as high-performance triple pane. Walls and roofs would be thicker with increased insulation and floors may be insulated below the slab. Insulation would be continuous on the outside of the structure to minimize thermal bridging through structural elements.

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6. Enhanced Efficient HVAC Systems & Heat Recovery: Efficient centralized HVAC systems such as air source heat pumps use minimal electricity to provide maximum heating and cooling loads. These efficient systems will greatly reduce the demand on electricity and gas which in turn reduces the number of PV’s and geothermal wells. Heat Recovery re-uses the heat that would be otherwise ejected to the exterior from ventilation.

7. Building Orientation: The project site is integral to the green programming and systems implemented into a building. The site of the Burke Mountain campus has a number of positive natural aspects that can allow it to harness the nature around it. The orientation and sloping nature from North to South allow for ideal daylighting conditions as well as optimal heating and cooling conditions.

Other Factors:

1. Water conservation: Water shortages are now prevalent as a result of the changing climate and over-development of natural vegetated areas.

2. Low Energy Building Materials & Renewables: Building materials use great amounts of energy to produce and ship to site which has an impact on the environment.

3. Social, Community and Educational Factors: Education of the community and students is paramount in a green building, particularly for a school. The potential for the Burke Mountain Schools to educated future decision makers and the community as a whole will spread the green message and ensure more sustainable measures are provided in the future.

Measures to employ include: 1. Infiltrate 100% of storm water on the building site: Rain-water would be filtered

through rain gardens and either stored in tanks for irrigation or infiltrated directly into the earth. Green roof would also retain and filter water and provide an attractive learning feature on exposed roofs. The overall goal is to eliminate a storm connection to municipal storm system.

2. On-site Sewer Treatment: A more intensive measure may include using rain-water to flush toilets or on-site treatment of sewage. This may include on-site settling ponds, septic fields or mechanical treatment. While these are costly measures, they would set a huge precedent that is rarely employed.

3. Specify local and renewable building materials: Energy consumption is not just a product of the use of the building. A large portion of the energy consumed in the life of the building comes from the construction of the building and the energy required to make the materials. Fortunately, we in BC have locally available materials that can be used to create green buildings. Locally-sourced BC woods are an excellent building

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material for green buildings. Wood has a lower embodied energy in the material itself as there’s less manufacturing of the product. Because the wood in local, there’s also less transportation of materials which also consumes energy. Another benefit of wood construction over steel is the low thermal conductivity of wood. This helps with energy transfer and helps with conditioning the building.

4. Community and Education: The most important aspect of any building is how it affects people. Great green buildings can change the way people think about their community and how they can be a part of the change towards a more sustainable future. Making the school the greenest around can have the added benefit of changing the habits of the people. While at school, if student’s and staff’s activities are shifted to be greener, that mental shift can be carried on to their lives outside of the school. For example, providing bike racks and making the campus cycle-friendly encourages kids to use cycling as means of transportation. If cycling can be a viable means of transportation that may mean one less car on the road in the future. Some other enhancements that are meant to emphasize sustainable practices would be an emphasis on recycling in the school, providing electrical vehicle parking, and highlighting the benefits and meanings of the sustainable systems in the school.

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MEMORANDUM



DATE: June 11, 2019

SUBJECT: Unrestricted Operating Surplus

COPIED TO: P. Gartland, Superintendent; N. Mikl, Assistant Secretary-Treasurer Recommended Action: The Board move to restrict excess 2018/19 operating surplus for the purposes of capital funding requirements for classroom additions at Riverside Secondary, Port Moody Secondary, and Gleneagle Secondary as reflected in the 5-year Capital Plan. Background: The Accumulated Surplus Policy is stated as follows; To the extent that there is an excess of revenues to expenditures (operating surplus) in any fiscal year that: a) Any surplus in excess of 2% of total operating revenues will be set aside into an unallocated fund for

subsequent use as determined by the Board; b) 25% of the balance of the operating surplus funds be directed to one-time opportunities primarily

associated with technology, educational initiatives and deferred maintenance of facilities; and c) 75% of the balance of operating surplus funds be allocated equally over the subsequent three fiscal

years, but no more than the aggregate surplus budgeted in the year (excluding one-time funding from the unallocated fund). Any excess of funds will be set aside into the unallocated fund.

d) This Policy will be reviewed annually by the Board. The Finance Department is forecasting a surplus in the current year in excess of 2% of operating revenues. The excess amount is recorded as unrestricted surplus until such time as the Board determines how to utilize these funds. The Board on May 14, 2019 approved $600,000, to be sourced from unrestricted accumulated surplus, to support the organizational systems planning initiative. Staff is requesting that the balance of the unrestricted surplus be restricted and transferred to the Capital account to support funding for classroom additions at three Secondary Schools as detailed in the 5-year capital plan proposed to the Board on June 11, 2019. A funding sources for these additions is not currently available in local or restricted capital, as all available non-restricted funds were utilized for classroom conversions and portable additions for

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September 2019 requirements or for the Board’s commitment of $5 million toward the new Sheffield Elementary School.

Project Amount Riverside Secondary $ 9.4 M Port Moody Secondary 12.0 M Gleneagle Secondary 6.8 M

Total 28.2 M

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FINANCIAL SERVICES DEPARTMENT

MEMORANDUM


FROM: Kimberley Wakil, Manager of Financial Services

DATE: June 11, 2019

SUBJECT: 2019 ELIGIBLE SCHOOL SITES (ESSP) RESOLUTION

COPIED TO: N. Mikl, Assistant Secretary-Treasurer; I. Cecchini, Executive Director Facilities

Recommended Action: That the Board of Education approve the 2019 Eligible School Sites Resolution. School Districts who identify the need for additional school sites are required to establish a School Site Acquisition Charge (SSAC). SD43 has identified the need for school sites in prior bylaws and continues to identify the need for future school sites which include the following:

1. Riverwalk - Elementary 2. Marigold – Elementary 3. Port Moody Centre – Elementary 4. Fraser Mills – Elementary (new) 5. Coquitlam City Centre - Elementary 6. Hazel Coy - Elementary

As part of the process, each year the Ministry of Education requires that school boards pass an annual eligible school sites resolution to update residential development projections from local government, student yield estimates and estimates of the general location, the number and cost of sites required for future schools. The required sites are included in the Capital Plan. The eligible school site costs are also used to establish the school site acquisition charge rates for new residential development collected from development applications by each of the five municipalities and transferred bi-annually to the School District. The current charges rates listed below for the various housing types were adopted in 2017. The rates did not increase in 2018 as Port Moody declined to adopt the proposed rates, therefore the estimated rates are proposed for adoption in 2019:

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Density Current Charge Proposed/Estimated Charge Low Density $ 654 $1,000 Medium Low Density $ 588 $ 900 Medium Density $ 523 $ 800 Medium High Density $ 457 $ 700 High Density $ 392 $ 600

The attached resolution is the fourteenth annual eligible school site resolution to be incorporated into the capital plan, the first being the September 9, 2003 ESSP resolution which established the original list of eligible school sites. As per the School Site Acquisition Charge(SSAC) implementation guide, there are 2 steps that the Board of Education must follow to allow the local governments to review and adopt the ESSP resolution and the Capital Bylaw for a rate increase/decrease which fall in line with the Board of Education Capital Plan submission timeline:

1. Adoption of the ESSP resolution by the Board of Education after which 60 days are given to the local governments to review and accept or reject the resolution,

2. Adoption of the Capital bylaw by the Board of Education for the proposed increase/decrease in the School Site Acquisition charge after which 60 days are given to the local governments for their review before the bylaw will come into force.

The 2019 ESSP submission includes seven proposed school sites with a total area of 11.1 hectares. It should be noted that the school site acquisition charge is to be collected pursuant to the Local Government Act on the basis of all eligible school sites. Once the Board passes the resolution, a copy will be forwarded to each of the local governments for comment. If after sixty days, there are no comments received from local governments, the School Site Acquisition (SSAC) Charge bylaw will be brought forward for Board approval. This is anticipated for September 18, 2019. Once the SSAC bylaw is approved it will come into effect 60 days later.

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SCHEDULE 'A' .

Table A-1: Growth Forecasts -Housing Units By Type - 10 year forecast by school year: 2019-2029Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 10 yr. Total Total UnitsVILLAGE OF ANMORE 210 Single Detached 21 21 21 21 21 21 21 21 21 21 210 Mobile Home 0 0 0 0 0 0 0 0 0 0 - Row House 0 0 0 0 0 0 0 0 0 0 - Low Rise Apart./suites 0 0 0 0 0 0 0 0 0 0 - High Rise Apart. 0 0 0 0 0 0 0 0 0 0 - VILLAGE OF BELCARRA 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 10 yr. Total 21Single Detached 3 2 2 2 2 2 2 2 2 2 21 Mobile Home 0 0 0 0 0 0 0 0 0 0 - Row House 0 0 0 0 0 0 0 0 0 0 - Low Rise Apart. 0 0 0 0 0 0 0 0 0 0 - High Rise Apart. 0 0 0 0 0 0 0 0 0 0 - CITY OF COQUITLAM 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 10 yr. Total 26,600 Single Detached 150 150 150 150 150 100 100 100 100 100 1,250 Mobile Home 0 0 0 0 0 0 0 0 0 0 - Row House 450 450 600 500 400 400 400 400 400 400 4,400 Low Rise Apart./suites 400 900 1000 800 800 400 400 400 400 400 5,900 High Rise Apart. 1050 1000 1400 1800 1800 1600 1600 1600 1600 1600 15,050 City OF PORT COQUITLAM 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 10 yr. Total 2,600 Single Detached 30 30 30 30 30 30 30 30 30 30 300 Mobile Home 0 0 0 0 0 0 0 0 0 0 - Row House 50 50 50 50 50 50 50 50 50 50 500 Low Rise Apart./suites 180 180 180 180 180 180 180 180 180 180 1,800 High Rise Apart. 0 0 0 0 0 0 0 0 0 0 - CITY OF PORT MOODY 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2028-2029 10 yr. Total 3,983 Single Detached 20 20 20 20 20 20 20 20 20 20 200 Mobile Home 0 0 0 0 0 0 0 0 0 0 - Row House 128 18 91 25 25 25 25 25 25 25 412 Low Rise Apart./suites 0 635 550 50 50 50 50 50 50 50 1,535 High Rise Apart. 0 218 218 200 200 200 200 200 200 200 1,836

Table A-2: SCHOOL DISTRICT #43 - ELIGIBLE DEVELOPMENT UNIT ANNUAL TOTALS BY TYPE 2019-2029Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 yr. Total 33,414 Single Detached 224 223 223 223 223 173 173 173 173 173 1,981 Mobile Home - - - - - - - - - - - Row House 628 518 741 575 475 475 475 475 475 475 5,312 Low Rise Apart./suites 580 1,715 1,730 1,030 1,030 630 630 630 630 630 9,235 High Rise Apart. 1,050 1,218 1,618 2,000 2,000 1,800 1,800 1,800 1,800 1,800 16,886 Total Units 2,482 3,674 4,312 3,828 3,728 3,078 3,078 3,078 3,078 3,078 33,414

2019-2029

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Table A-3: YIELD CALCULATIONS BY MUNICIPALITY - SD#43ESTIMATED NUMBER OF NEW SCHOOL AGED POPULATION BASED ON AVERAGE YIELD RATIO ESTIMATES FOR NEW HOUSING IN MUNICIPALITYEstimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 Yr. Yield Yield RatioVILLAGE OF ANMORESingle Detached 11 11 11 11 11 11 11 11 11 11 105 0.5Mobile Home - - - - - - - - - - - n/aRow House - - - - - - - - - - - n/aLow Rise Apart./suites - - - - - - - - - - - n/aHigh Rise Apart. - - - - - - - - - - - n/aTotal Yield School Age 5-19 11 11 11 11 11 11 11 11 11 11 105 Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 Yr. Yield Yield RatioVILLAGE OF BELCARRASingle Detached 2 1 1 1 1 1 1 1 1 1 11 0.5Mobile Home - - - - - - - - - - - n/aRow House - - - - - - - - - - - n/aLow Rise Apart./suites - - - - - - - - - - - n/aHigh Rise Apart. - - - - - - - - - - - n/aTotal Yield School Age 5-19 2 1 1 1 1 1 1 1 1 1 11 Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 Yr. Yield Yield RatioCITY OF COQUITLAMSingle Detached 75 75 75 75 75 50 50 50 50 50 625 0.5Mobile Home - - - - - - - - - - - n/aRow House 225 225 300 250 200 200 200 200 200 200 2,200 0.5Low Rise Apart./suites 48 108 120 96 96 48 48 48 48 48 708 0.12High Rise Apart. 189 180 252 324 324 288 288 288 288 288 2,709 0.18Total Yield School Age 5-19 537 588 747 745 695 586 586 586 586 586 6,242 Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 Yr. Yield Yield RatioCITY OF PORT COQUITLAMSingle Detached 15 15 15 15 15 15 15 15 15 15 150 0.5Mobile Home - - - - - - - - - - - n/aRow House 14 14 14 14 14 14 14 14 14 14 135 0.27 Low Rise Apart./suites 29 29 29 29 29 29 29 29 29 29 288 0.16High Rise Apart. - - - - - - - - - - - n/aTotal Yield School Age 5-19 57 57 57 57 57 57 57 57 57 57 573 Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 Yr. Yield Yield RatioCITY OF PORT MOODYSingle Detached 10 10 10 10 10 10 10 10 10 10 100 0.5Mobile Home - - - - - - - - - - - n/aRow House 64 9 46 13 13 13 13 13 13 13 206 0.50Low Rise Apart./suites - 121 105 10 10 10 10 10 10 10 292 0.19High Rise Apart. - 31 31 28 28 28 28 28 28 28 257 0.14Total Yield School Age 5-19 74 170 191 60 60 60 60 60 60 60 855

Table A-4: Total School District #43( Coquitlam) School Age Yield (New Development)Estimates by school year 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026 2026-2027 2027-2028 2019-2029 10 Yr. Yield Yield RatioSingle Detached 112 112 112 112 112 87 87 87 87 87 991 0.50 Mobile Home - - - - - - - - - - - - Row House 303 248 359 276 226 226 226 226 226 226 2,541 0.48 Low Rise Apart./suites 77 257 253 134 134 86 86 86 86 86 1,288 0.14 High Rise Apart. 189 211 283 352 352 316 316 316 316 316 2,966 0.18 Total Yield School Age 5-19 680 827 1,006 874 824 715 715 715 715 715 7,784 0.23 Estimated new SD#43 students 571 695 845 734 692 600 600 600 600 600 5,939 0.18

Does not include projections for potential development which are in the ALR and require BC Land Commission approval. AverageDoes not include projections for potential development which may require major changes to an Official Community Plan.

The annual estimate of new development units for each category is based on a ten year average distribution of the ten yeartotal expectation for new housing, provided by each municipality

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SCHEDULE 'B' Capital Projects Requiring New SitesTable B-1: ELIGIBLE SCHOOL SITES REQUIRING APPROVAL - 2020-2024 Five Year Capital Plan

School Site # 112259 109228 TOTALSBasis of Costs Estimate Estimate Estimate Estimate Estimate Estimate EstimateType of Project New New New New New NewGrade Level Elementary Elementary Elementary Elementary Elementary ElementaryApproximate Location Riverwalk Marigold Port Moody Centre Fraser Mills Coquitlam City Centre Hazel CoyProposed Capacity 455 455 455 455 455 455 2,730 Approx. Size (ha) 2.5 2.5 1.2 1.2 1.2 2.5 11.1 Market Land Costs 17,235,575$ 17,235,575$ 32,617,860$ 32,617,860$ 33,946,295$ 17,235,575$ 150,888,740

Total Acquisition Sites to be included in the 2020-2024 Five Year Capital Plan =5

Note: This Schedule includes proposed sites only. Approved eligible school sites since the inception of the ESSP are not included on this list.Note: Aprprox size of each site has been updated to reflect update to date requirements for a elementary and middle school requirement.

Proposed school site sizes are based on an assumption that some sites may be joint school and park sites. Stand alone school sites would require greater site area and market land cost.

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Board of Education of School District No. 43 (Coquitlam)

2019 Eligible School Sites Resolution

The Eligible School Sites Proposal is a required component of the capital plan submission, which must be passed annually by Board resolution and referred to local governments in the District for acceptance pursuant to the Local Government Act. Pursuant to the Act, the school district has consulted with local governments with respect to the following information: 1) Projections by municipalities of the number of eligible development units to be authorized or created in School

District No. 43 (Coquitlam) in the 10 year time frame, 2018-2028, pursuant to Section 142 of the School Act for school site acquisition planning (Schedule ‘A’ Table A-1 and A-2 attached);

2) A projection of the number of children of school age, as defined in the School Act, that will be added to the

school district as the result of the eligible development units projected in paragraph (1) (Schedule ‘A’ Table A-3, A-4 attached);

3) The approximate size and number of school sites required to accommodate the number of children projected

under paragraph (2) (Schedule ‘B’ attached); and 4) The approximate location and value of the school sites referred to in paragraph (3) (Schedule ‘B’ attached). WHEREAS the Board of Education of School District No. 43 (Coquitlam) has consulted with representatives from the development industry and staff for the City of Coquitlam, City of Port Coquitlam, City of Port Moody, Village of Anmore and Village of Belcarra on these matters; IT IS RESOLVED THAT: 1) Based on information from local government, the Board of Education of School District No. 43 (Coquitlam)

estimates that there will be 33,414 new development units constructed in the School District over the next 10 years (Schedule ‘A’);

2) These 33,414 new development units will be home to an estimated 7,784 school age children (Schedule

‘A’); 3) The School Board expects that 6 new school sites, over the 10 year period, will be required as a result of

the growth within the School District as represented in Schedule ‘B’; 4) According to Ministry of Education site standards presented in Schedule ‘B’ the sites will require a total of

11.1 hectares of land. These sites are expected to be purchased within 5 years and, at current serviced land cost, the land will cost approximately $150,888,740;

5) The Eligible School Site Proposal be incorporated in the 5 Year Facility Capital Budget 2020-2024, and

submitted to the Ministry of Education.

_____________________________ Chair of the Board _____________________________ Secretary-Treasurer I HEREBY CERTIFY this to be a true original of a resolution passed by the Board of Education of School District No. 43 (Coquitlam) at a regular meeting held _____________________. _____________________________

Secretary-Treasurer

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DEPARTMENT OF FACILITIES

MEMORANDUM

TO: Chris Nicolls

FROM: Ivano Cecchini, Executive Director, Facilities & Planning Services

DATE: June 11, 2019

SUBJECT: SD43 Recycling Initiative


Recommendation: For Information Purposes Background: Last year the Board of Education allocated approximately $500 000 towards a new recycling program initiative. The purpose of the program was to initiate a standardized recycling program for all schools and district buildings to address the full spectrum of waste including organics, mixed recycling, and refundable containers. Prior to that point, the school district captured these materials using various methods based on school, level and municipality. Benefits of the new program:

• Part of the Education Program for students • Improvement in diversion rates • Consistent program throughout the District • Alignment with what is seen elsewhere in the community • Medium to Long term financial benefits

Several departments were involved in making system changes during the transition period including facility alterations to accommodate new bins, behavioral changes for staff and students, run-sheet reviews for caretaking, and contract changes for disposal. Input was received from CPVPA, CUPE and CTA. Teachers were also involved in preparing learning resources for staff and students. The roll-out of the program successfully occurred over spring break inline with our new waste removal contract. Minor adjustments have occurred since that time to best accommodate our schools and other facilities in the district.

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MEMORANDUM


FROM: Chris Nicolls, Secretary-Treasurer

DATE: June 11, 2019

SUBJECT: Non-Teaching Pension Plan Funding Policy

COPIED TO: P. Gartland, Superintendent; N. Mikl, Assistant Secretary-Treasurer

Recommended Action: The Board of Education approve the Non-Teaching Pension Plan’s updated Funding Policy with an effective date of January 1, 2019. The Non-Teaching Pension Plan’s funding policy is the responsibility of the Board. It contains the following paragraph regarding periodic review:

“The Board has delegated to the Retirement Committee the duties to implement and review this Policy and make recommendations to the Board for any changes. This Policy is open for review and amendment at any time but must be reviewed at least triennially by the Retirement Committee in advance of each formal actuarial valuation of the Plan to determine whether they want to recommend any modifications and may be amended by the Board from time to time in whole or in part considering any changes recommended by the Retirement Committee.”

To that end, the Non-Teaching Pension Plan’s Retirement Committee in conjunction with the plan’s actuary, have reviewed the funding policy and made proposed changes to reflect the Plan closure, new indexing provision, and minor housekeeping changes and updated the appendices to show the results of the 2016 valuation and 2017 cost certificate.

The NTPP Retirement Committee and the Board of Education’s Finance & Audit Committee have reviewed the proposed changes and is recommending that the Board adopt the changes. Ultimately the Board has the responsibility to review the proposed changes and amend the funding policy accordingly.

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Retirement Plan for the Non-Teaching Employees of School District No. 43 (Coquitlam) Funding Policy

Approved on this _____ day of ___________, 20__ on behalf of the SD43 Board of Education.

______________________________ Signature

Title

Redlined to show proposed changes effective January 1, 2019 against version effective January 1, 2016 For discussion with Retirement Committee May 9, 2019

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Table of Contents Page

Background 1

Purpose of the Funding Policy 2

Plan Overview 3

Stakeholders 5

Plan Funding Objectives 5

Key Risks 6

Plan Funding Approach 7

Appendix A - Summary of Valuation Results 11

Appendix B – Summary of Cost Certificate 14

Appendix C - Glossary 15

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Background This Funding Policy (the “Policy”) applies to the Retirement Plan for Non-Teaching Employees of School District No. 43 (Coquitlam) (the “Plan”).

The Plan is registered under the BC Pension Benefits Standards Act (“PBSA”) and the Income Tax Act (“ITA”). The PBSA prescribes the minimum level of required contributions, and the ITA prescribes the maximum allowable contributions permitted by applicable legislation.

The Plan is sponsored by the Board of Education of School District No. 43 (“the Board”). The Board acts in two capacities in respect of the Plan “administrator” and “Plan sponsor”. When it acts as the Plan’s administrator, the Board has a duty to act in the best interests of the Plan’s members and former members and any persons entitled to pension benefits under the Plan. However, when acting solely as Plan sponsor, the Board may act in its own capacity and with a view to its own best interests. The Board acts as Plan sponsor when it makes decisions relating to the pace and manner in which the Plan is funded, and all decisions may ultimately be made with a view to the Board’s best interests.

The Board delegates the day-to-day administration, operation and management of the Plan to a 9-member joint Retirement Committee comprised of four Union1-appointed representatives, four Board-appointed representatives, and one non-voting retiree representative. It is the Board’s intention to comply at all times with the provisions of the Plan and applicable pension and tax legislation. In accordance with the collective agreement between the Board and the Union, modification of Plan terms can occur only with the unanimous approval of the joint Retirement Committee.

This Policy is the responsibility of the Board. The Board has delegated to the Retirement Committee the duties to implement and review this Policy and make recommendations to the Board for any changes. This Policy is open for review and amendment at any time, but must be reviewed at least annuallytriennially by the Retirement Committee in advance of each formal actuarial valuation of the Plan to determine whether they want to recommend any modifications and may be amended by the Board from time to time in whole or in part considering any changes recommended by the Retirement Committee.

Examples of events that could trigger a review or amendment of the Policy include:

Change in investment strategy;

Change in a Plan’s time horizon

Significant change in funded position after actuarial review;

Significant change in membership; and/or

Legislative changes.

The Board may encounter extenuating circumstances under which their preferred decision related to the funding of the Plan differs from this Policy. In that case, subject to the Plan terms and applicable legislation, the Board may make such alternate funding decisions and should, as soon as possible thereafter, amend this Policy accordingly.

1 The “Union” is the Canadian Union of Public Employees, Local 561

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Purpose of the Funding Policy The Board has adopted this Policy as an element of overall good Plan governance. The purpose of the Funding Policy is to establish a framework for the Board’s Plan funding decisions. It has been drafted to be compliant with the requirements of the PBSA and consistent with industry best practice standards and guidelines1.

The Policy outlines principles to guide the Board and the Plan’s actuary in managing the financial position of the Plan and maintaining a balance between Plan assets and liabilities and managing contributions. The Policy establishes guidelines for the Board and the actuary in:

1. carrying out periodic actuarial valuations;

2. addressing funding excesses and deficits; and

3. setting contribution rates for the Plan contributors.

The funding framework takes into account factors that are relevant to the Plan and the Board, including the following:

benefit security;

stability and/or affordability of contributions;

the financial position of School District No. 43 (“SD43”) and competing organizational demands for cash;

the demographic characteristics of those entitled to benefits from the Plan;

the financial position of the Plan;

the minimum and maximum funding requirements under applicable pension and tax legislation; and

legislative and Plan terms with respect to the utilization of funding excess and amortization of funding deficiencies.

1 Primarily, Canadian Association of Pension Supervisory Authorities (CAPSA) Guideline No. 7 – Pension Plan Funding Policy Guideline

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Plan Overview

The Plan is a registered single employer defined benefit pension plan. While the Plan is ongoing, the Plan benefits are determined without reference to the value of the Plan assets.

Plan Profile

The PlanThe Plan is a single employer defined benefit pension plan which was established effective January 1, 1955 to provide for the accumulation of retirement benefits by non-teaching employees of School District No. 43 (“SD43”). Amendments were made to the Plan effective January 1, 1997 for service after that date. FurtherSubsequent amendments were made since then reflecting changes to the applicable legislation including amendments effective September 30, 2015 for compliance with the changes to the PBSA. The Plan remains open to eligible SD43 employees.

Eligibility

Non-Teaching employees of SD43 are eligible to join the Plan, unless they are required to join another retirement savings program in which SD43 participates. Membership in the Plan is compulsory, other than for exempt Employees and those appointed on less than a permanent basis or working less than 20 hours a week. Employees will be automatically enrolled in the Plan on their eligibility date, except that employees for whom membership is optional may formally opt out within 30 days of being advised of their impending enrollment.

Effective December 31, 2017, the Plan was closed to future SD43 employees and most active Plan members were moved to the BC Municipal Pension Plan (MPP) for future service after that date. All transferred members received credit in the MPP for all periods of Credited Service and Retirement Service in the SD43 Plan, and assets in respect of these liabilities were contributed to the MPP consisting of a direct transfer from the SD43 Plan combined with a lump sum top up paid directly by SD43. The Plan is thus now a closed Plan covering former members and beneficiaries in receipt of monthly pensions, former members retaining entitlements to deferred pensions, members who were on leave of absence at December 31, 2017 who have not yet returned to active employment with SD43 and two active members who continue to accrue service under the Plan as they are not eligible to join the MPP.

Contributions

MembersActive members contribute 4.9% of their SD43 earnings up to the Canada Pension Plan Year’s Maximum Pensionable Earnings (“YMPE”) and 6.6% of earnings above the YMPE.

The Board pays the balance of the cost of the Plan as estimated through periodic actuarial valuations of the Plan performed by the Actuary.

Members may also make voluntary contributions to the Plan, subject to Income Tax Limits.

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Benefits

Plan benefits are based on best average earnings and years of service with SD43 and, if applicable, with other employers with whom SD43 participates in a reciprocal transfer agreement. The Plan provides a lifetime pension based on highest average salary and years of recognized pensionable service.

Pensions in pay are increased each April 1. Pensions paid in respect of service prior to 1997 are indexed annually to changes in the consumer price index up to a maximum limit. Pensions in respect of service after 1996 may be indexed to changes in the consumer price index, subject to the annual investment return on the Plan fund exceeding 7% or the Plan’s ability to afford such indexing from available actuarial excess determined in accordance with the PBSAare increased 1.05% per year.

A temporary bridge pension is paid from the early pension commencement date up to age 65. The Plan also provides termination benefits and survivor benefits.

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Stakeholders The key Plan stakeholders, each of which will have independent concerns, are:

Active Plan members and deferred vested members: They will be concerned that benefits can be paid from the Plan upon retirement;

Pensioners and other persons in receipt of benefits under the Plan: They will be concerned that the Plan will continue to pay benefits;

The Board, whose concerns in regards to the Plan are to balance considerations relating to annual cost and financial statement impact, member benefit security, workforce management, and considerations relating to delivery of educational programs;

The Union, whose concerns include the contributions paid by, and benefits to be received by, its members; and

BC taxpayers, who will expect appropriate management of costs and financial risks.

In addition to these key stakeholders, other stakeholders include the BC Financial Institutions Commission and the Canada Revenue Agency as pension and tax regulators, the Ministry of Education, and any other creditors of SD43.

Plan Funding Objectives The Board is responsible for ensuring that the Plan’s funding is in accordance with the Plan terms and applicable legislation. The actual amount of funding may depend on SD43’s other financial demands. The Board will base its funding decisions on actuarial advice and actuarial valuation reports conducted in accordance with applicable laws and professional actuarial standards.

The Board’s focus will be on the going concern funded position of the Plan. The Board’s primary funding objectives include the following:

Going concern assets should ideally be at least 105% of the going concern liabilities;

Board contribution ratescontributions should be affordable and relatively stable;

Plan funding provides a reasonable level of benefit security for Plan members; and

Plan funding minimizes the pension expense1 reported in SD43’s corporate financial statements;

No relative priority is intended or implied by the order that the above objectives appear. The Board’s funding decisions will consider and balance all of the objectives. The Plan is currently hasrequired to comply with the PBSA going concern and solvency funding rules. It received a temporary statutory exemption from making solvency funding payments . The exemption is for a three years commencing-year period ending October 24, 2014. The26, 2017. Following the December 31, 2017 closure of the Plan, the Board, in conjunction with SD43 staff and the Plan’s actuary and legal counsel, continue to engage in discussions with the pension regulator and the Ministry of Finance focussed on obtaining a permanent exemption from the PBSA solvency funding rules. In the absence of this permanent exemption, the Board will request a continuation of the temporary relief beyond October 23, 2017.

1 The going concern basis is also used for accounting purposes.

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Key Risks The following risks influence the Plan’s future financing obligations and achievement of the Plan’s funding objectives noted above. Shown alongside are strategies that the Board, in consultation with the Retirement Committee if appropriate, may employ in their discretion to manage or mitigate these risks. The Board generally has low tolerance for risks that may significantly increase their funding requirements. Therefore, the Board has implemented certain of the following controls to help mitigate these risks and may consider other controls in the future.

Objective Risks Internal Controls to Manage or Mitigate Risk

Benefit Security

Poor asset performance Unfavourable economic or demographic experience Mismatched assets and liabilities Plan sponsor’s ability to fund Plan

Retention and monitoring of professional advisors and fund managers Investment quality requirements Investment diversification Actuarial assumptions with deliberate margins Funding excess retention Asset/liability matching (type, duration, inflation sensitivity) Funding or securing of deficits Liability settlement

Acceptable Cost

Poor asset performance High Plan expenses Benefit levels

Retention and monitoring of professional advisors and fund managers Investment diversification and continued investment in growth assets Budgeting, monitoring and value-testing of PlanMonitoring Plan costs

Stable Contribution Rates

Volatile asset values Interest rate sensitive liabilities Changes in demographics Mismatched assets and liabilities Benefit increases Maturing plan

Retention and monitoring of professional advisors and fund managers Investment diversification Asset smoothing Liability cost method that stabilizes rates Actuarial assumptions with margins Funding excess retention Asset/liability matching (type, duration, inflation sensitivity) Strategic amortization of deficits or excesses Letter of Credit

Benefit security can be measured by the Plan’s going concern funded ratio which indicates its ability to pay pensions as they fall due on an ongoing basis.

The Board and Retirement Committee understand that a plan that does not have fully matched assets and liabilities will experience volatility in its funded position, and therefore in its contribution requirements.

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Plan Funding Approach Based on the Plan funding objectives articulated earlier, the Board has developed the following approach to funding the Plan. The Board believes this approach appropriately balances the interests of the Plan stakeholders.

The results of the most recently completed actuarial valuation of the Plan, including the funded status and contribution requirements, can be found in Appendix A. Updates to Appendix A will be prepared after each formal valuation and will not be considered to be amendments to the Funding Policy that require approval of the Board of Education.

Actuarial Valuations

Under the PBSA, an actuarial valuation must be conductedconducted, and a report filed with the pension regulator at least every three years. However, if an event occurs that materially affects the Plan’s funding, either positively or negatively, an actuarial valuation must be conducted on the effective date of the event. The Superintendent of Pensions also has the discretion to request an actuarial valuation be conducted and report filed at other than the legislated times. Following the Plan closure, the Superintendent of Pensions accepted an Actuarial Certification at December 31, 2017 (effective date of the closure) providing an update from the December 31, 2016 actuarial valuation of the Plan and has requested that the next formal valuation be conducted as at December 31, 2018.

Actuarial valuations must be conducted having regard to the following basic principles:

compliance with applicable laws;

compliance with actuarial professional standards; and

long-term viability of the funding objectives.

In accordance with the current provisions of the PBSA, the valuation of this Plan must be performed on a going-concern basis and on a solvency basis.

The actuary will provide the Board and the Retirement Committee with a formal valuation of the Plan’s funded status on a triennial basis unless otherwise required by applicable laws. Between filings, the Board may request valuation updates or projections at any time from the actuary based on updated economic assumptions or other relevant considerations. If the Board wishes to establish new contribution rates on the basis of one of these interim valuation updates, a formal valuation must be conducted and report filed with the regulatory authorities within the required timeline.

The Board has established the following requirements for each formal actuarial valuation:

The valuation must be performed on a going concern basis and a solvency basis.

The going concern valuation should be performed using the projected unit credit actuarial cost method. The Board understands that this method produces a normal cost for an individual member that increases with age. This means that the Plan’s normal cost will remain relatively stable if the average age of the group is consistent over time, but will increase as a percentage of earnings as the group ages.For a closed plan with only two active members, the impact on cost stability for the Board is no longer an issue, but the Board confirms continued application of this cost method. Alternative methods may be used to provide supplemental information if the actuary believes that additional analysis is warranted.

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The actuarial value of assets for the going concern valuation should incorporate an adjustment to smooth out short term market fluctuations, determined by modifying the market value of assets on an accrual basis to recognize asset gains or losses over a 4-year period. The smoothed market value is then constrained to within +/- 10% of the market value.

The Plan actuary, after considering professional and regulator guidance, develops “best estimate” assumptions regarding future economic and demographic variables that affect Plan costs. After consultation with the Retirement Committee and the Board, the actuary establishes the assumptions to be used in the valuation. Through this consultation process, the actuary will include margins which the Board and the actuary considerconsiders appropriate in the context of the Plan’s funding objectives.

Most solvency valuation methods and assumptions are prescribed by legislation in combination with actuarial professional standards, leaving little room for discretion; however, the Board may instruct the actuary to apply adjustments and actuarial techniques permitted under the applicable legislation and professional actuarial standards in order to minimize solvency funding requirements.

Funding and Securing of Deficits

Emerging Plan experience, changes in assumptions, and any changes to past service benefits will result in actuarial gains and losses, sometimes giving rise to going concern and/or solvency funding deficits which may impact contribution rates.

Over the past several years, the Board, along with SD43 staff and the Plan’s actuary and legal counsel, have been engaged with the pension regulator, the Ministry of Finance and the Ministry of Education in discussions related to the applicability to this Plan of the PBSA’s solvency funding rules. For the three-year period commencingending October 24, 201426, 2017, the Plan iswas exempted by an Order-In-Council (“the OIC”) from having to make solvency funding payments, and SD43 has implemented a Letter of Credit in respect of PBSA-required solvency funding payments due prior to the OIC effective date.

Effective October 28, 2017, the Board recommended making additional contributions to the Plan in respect of the amortization of consolidated solvency deficiencies reported in the December 31, 2016 valuation.

The Board is committed to continuing discussions with the parties noted above with an aim to obtain a permanent exemption from the PBSA’s solvency funding rules. Consequently, this Policy maintains primary focus on the going concern funded position of the Plan. The Board will fund any going concern unfunded liability payments over the maximum period allowed under the PBSA.

Additional Contributions to Fund Lump Sum Payments

Regardless of whether the Board is required to comply with the PBSA solvency funding rules, the actuary must continue to conduct the periodic actuarial valuations of the Plan on both a going concern and a solvency basis. If the solvency funded ratio of the Plan is less than 1 based on the most recently filed valuation of the Plan, then a transfer deficiency exists. This implies that lump sum transfers out of the Plan may impair the Plan’s ability to pay benefits on an ongoing basis. In this case, when a lump sum benefit is to be paid from the Plan, the Board can choose to:

pay only the funded portion immediately, with the remaining unfunded portion (plus interest) paid within five years of the initial payment, or

paymust pay the full amount of the lump sum when it is first payable by making an additional contribution to the Plan in the amount of the unfunded portion.

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At the current time, the Board is paying the funded portion of lump sums immediately, and the remaining unfunded portions (including interest) within five years of the initial payments. The Board relies on the actuary to provide updated information on the Plan’s estimated solvency position, and the Board will consider if changes need to be made to the transfer deficiency portion withheld from initial lump sum payments.

Solvency Reserve Account Subject to applicable legislation and the terms of any temporary or permanent solvency funding exemptions or extensions, any contributions that the Board makes to the Plan towards the payment of solvency deficiencies shall be deposited into a Solvency Reserve Account (SRA) which has been established as a separate trust account within the Plan’s Fund for this purpose.

SRA assets are considered to be part of the Plan’s funds while they are required to maintain the Plan’s solvency funding, but may be withdrawn by the Board in accordance with applicable legislation if a future valuation identifies that the Plan has more than a prescribed level of funding excess based on assets excluding the SRA.

Use of Going Concern/Solvency Funding Excesses

In evaluating how and when to use any funding excess, the Board will consider the funding objectives discussed in this Policy, the recommendations of the Retirement Committee, and information provided by the Plan actuary. Such decisions will be in accordance with applicable pension and tax legislation and the terms of the Plan.

As required by the terms of the Plan, anyAny funding excess determined by the actuary in the course of a formal Plan valuation will first be used to provide any indexing of post-1996 service benefits that could not be provided by fund returns in excess of 7%. After that, any remaining funding excess so determined may, at the discretion of the Board:

be left in the fund as a cushion against future adverse Plan experience;

be used while the Plan is ongoing to reduce the contributions that the Board would otherwise have been required to make under the Plan; or

be returned to the Board.

Should the Board elect to withdraw funding excesses, such amounts will be restricted to those that can, upon receiving the required approval from the pension regulator, be withdrawn from the Solvency Reserve Account.

Investment Strategy

While recognizing that the inclusion of certain asset classes may increase the volatility of its short termshort-term funding requirements, the Board prefers to invest the Plan’s assets in a variety of asset classes, including growth assets, with the goal of improving investment performance and reducing long term contributions. The Board is willing to assume some asset/liability mismatch risk, and therefore some fluctuation in its short termshort-term pension expense and cash contribution levels, in order to attain this goal.

The Board will invest the Plan’s assets in accordance with the Plan’s Statement of Investment Policies and Procedures (“SIPP”), which gives consideration to the Plan’s funded position and membership composition.

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The Board believes thatestablished the investment strategy set out in the SIPP results into align with an acceptable and controlled level of long term investment risk. To enhance benefit security, the SIPP specifies investment quality and diversification restrictions for the Plan’s assets. Now that the Plan is closed and primarily covering inactive members who are not accruing additional benefits, the Board may consider implementing a derisking strategy, under which assets would be split into two components; a liability driven investment component ("LDIC") and a growth component ("GC"). The percentage of the total assets allocated to each component would be based on a glide path that would be articulated in the SIPP. The objective of derisking is to reduce the interest rate risk and the inflation risk in order to help the Plan achieve rates of return closer to the rate of change in the Plan's liabilities. If a derisking strategy is adopted in the future, it will be incorporated into this Funding Policy.

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Appendix A - Summary of Valuation Results The following table summarizes the results of the most recent actuarial valuation at December 31, 2013. 2016. The results as at December 31, 20112013 are also shown for comparison purposes.

Going Concern December 31, 2016 December 31, 2013 Actuarial Value of Assets $164,462,000 $134,574,000 Going Concern Liabilities Active members $71,725,000 $66,350,000 Inactive and deferred members 5,473,000 5,486,000 Retired members and beneficiaries 79,418,000 59,936,000 Voluntary contribution accounts

732,000 617,000

Total Liabilities $157,348,000 $132,389,000

Excess/(/ (Unfunded Liability) $7,114,000 $2,185,000

Funded Ratio 105% 102%

Solvency December 31, 2016 December 31, 2013 Solvency Assets $164,555,000 $137,698,000 Solvency Liabilities Active members $100,778,000 $90,700,000 Inactive and deferred members 8,320,000 6,862,000 Retired members and beneficiaries 103,460,000 72,393,000 Voluntary contribution accounts 732,000 617,000 Total Liabilities $213,290,000 $170,572,000

Solvency Position $(48,735,000) $(32,874,000)

Solvency Ratio 77% 81%

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Contribution Requirements

The contributions being made to the Plan following the December 31, 20132016 and December 31, 20112013 valuations are as follows, as a percentage of respective pensionable earnings:1

December 31,

2016 December 31,

2013

Total Normal Cost 14.26% 13.08% less Member Required Contributions (4.98%) (4.97%) Board Normal Cost 9.28% 8.11%

plus: Administrative Expense Allowance 1.40% 1.20% Solvency deficiency amortization 5.49% 0.70%2

Board Contributions 16.17% 10.01%

Valuation Assumptions December 31, 2016 December 31, 2013

Going Concern Solvency Going Concern Solvency Discount Rate 5.25% per year Annuity purchases:

3.12% per year 5.75% per year Annuity purchases: 3.88% per year

Transfers: 2.20% p.a. for 10 yrs; 3.50% thereafter


Inflation Rate 2.00% per year Annuity purchases: 3.21% per year 2.25% per year Annuity purchases:

3.72% per year



Pensionable Earnings Increase 2.50% per year Not applicable 2.50% per year Not applicable

Mortality Table 1.05*CPM-2014 Public; generational

scale B

1.05*CPM-2014 Public; generational scale B

CPM-2014 Public;

generational scale B

UP94 generational

Retirement Rates See table below Earliest unreduced age See table below Earliest unreduced age

1 Estimated pensionable earnings in 2017 are $39,985,000; in 2014, they were $39,096,000. 2 The Board was exempt from making solvency funding contributions for a three years period ending October 27, 2017.

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Going Concern Retirement Rate Assumptions

Male & Female Credited Service

Age Less than 10 years More than 10 years

55 0.0% 5.0% 56 0.0% 5.0% 57 0.0% 5.0% 58 0.0% 5.0% 59 0.0% 5.0% 60 2.5% 15.0% 61 2.5% 15.0% 62 2.5% 15.0% 63 2.5% 15.0% 64 2.5% 25.0% 65 100.0% 100.0%

For the valuation as at December 31, 2013, assumed retirement rates varied by age and service. Sample rates are shown below:

Event Rate Before early retirement eligibility Nil Attaining 50 with 10 years pensionable service 10% After 50 with 10 years pensionable service 5% On first attaining 60 with 10 years pensionable service 25% On first attaining age plus pensionable service = 80 25% Age 65 100%

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Appendix B – December 31, 2017 Cost Certificate The following table summarizes the results of the actuarial cost certificate that was registered following the transition of members to the BC Municipal Pension Plan as at December 31, 2017 and the associated transfer of assets and liabilities to the MPP. It also reflects the change in the post-1996 service pension indexing provision (flat 1.05% pa). The results before the transfer and indexing amendment are shown for comparison purposes.

December 31, 2017 Going Concern After Transfer Before Transfer Assets $ 108,379,000 $ 179,979,000 Liabilities 104,433,000 169,461,000 Surplus/(Deficit) $ 3,946,000 $ 10,518,000 Funded Ratio 104% 106% December 31, 2017 Solvency After Transfer Before Transfer Assets $ 113,380,000 $ 184,980,000 Liabilities 141,313,000 232,078,000 Surplus/(Deficit) $ (27,933,000) $ (47,098,000)

Solvency Ratio 80% 80%

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Appendix C - Glossary Actuarial Valuation means the process by which the Plan’s financial position is assessed.

Actuary means a person who is a Fellow of the Canadian Institute of Actuaries, appointed by the Board for the purposes of assessing the Plan’s financial position and providing the necessary opinions and certifications required by the applicable legislation.

Fund means the fund in which the Plan’s assets are held and includes assets in any Solvency Reserve Account.

Funding Approach means the specific processes established by the Plan that guide and manage the Plan's funding so as to help ensure the realization of the Funding Objectives.

Funding Objectives means the objectives that the Plan’s particular funding strategy is expected to achieve in terms of both an end result and the means to a particular end result.

Funded Ratio means the ratio of assets to actuarial liabilities.

A Going Concern Valuation is performed to determine the Plan’s funded status, on the premise that the Plan will continue for many years.

Letter of Credit means a mechanism whereby a portion of a solvency deficiency is secured through a letter of credit meeting prescribed criteria rather than making cash remittances.

Margins for conservatism or provisions for adverse deviation have been built into the going concern assumptions where appropriate. The margins have been chosen so as to balance the competing objectives of benefit security, acceptable cost and stable contributions.

The Normal Cost is the portion of the total Plan cost that the chosen actuarial cost method attributes to the year following the valuation date.

The Plan’s membership falls into the following categories:

– Members are active and disabled employees currently participating in the Plan.

– Former Members are members who have terminated employment as of the valuation date and who are entitled to a deferred monthly pension.

– Retired Members are members who have retired as of the valuation date and are in receipt of a pension from the Plan. Pensioners include surviving spouses and beneficiaries of deceased former employees.

A Solvency Reserve Account is a separate account set up within the Plan’s fund as allowed under the PBSA to hold payments made by the Board in respect of a solvency deficiency, and from which the Board can withdraw subject to prescribed limits and rules.

A Solvency Valuation is performed to determine the funded status of the Plan as if it was terminated on the valuation date.

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MEMORANDUM



DATE: June 11, 2019

SUBJECT: Funding Model Implementation Update

COPIED TO: P. Gartland, Superintendent Recommended Action: The following is provided for information. Background: The Funding Model Review Panel released their findings in December 2018 and provided 22 recommendations. As an outcome of the recommendations, five groups were established with a focus on;

• Providing information on how funding is currently calculated, and potential changes required to implement the recommendations and

• Exploring the implications and challenges of implementing the recommendations and providing possible or mitigating solutions.

The four working groups and one advisory group established to address implementation of the 22 recommendations are as follows;

• Inclusive Education (Education Equity) – Recommendation #6 • Adult and Continuing Education – Recommendation #11 • Online Learning – Recommendation #9 • Financial Management – Recommendations #18-20 • Accountability – Recommendations #12-17

All groups have met three times since the beginning of March and are anticipating one or two more meetings with an expectation that their final report will be written for presentation to the Minister of Education in September/October 2019. Currently, there are no plans for gathering additional responses or comments from stakeholder on the outcome of the working groups reports (i.e. a discussion document) prior to the implementation of the new funding model in March 2020 for the 2020/21 school year. Also, it does not appear that there is a focus on the implications of the aggregate changes to the funding model.

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The concern has been raised that classroom planning for the subsequent school year occurs well before the actual March funding announcement dates. Anticipating that there will be ‘winners and losers’ means there needs to be more time for planning purposes. SD43 submitted it comments on the recommendations in early March and these comments appear to have become the template, representing many of the working groups discussion elements. The Ministry of Education has committed to begin the process of providing periodic progress reports; which will start later this week. Some initial feedback from a number of stakeholders, according to the Ministry includes concerns around:

• Boards reducing the number of courses available to students thus reducing choice • Negative implications for music, arts and career programs • The per-student model of funding aligns with the new curriculum, encourages personalized

learning and allows for better resource allocation, • Data timing and reliability, how it will be used and how responsive to local population dynamics • Ensuring privacy and security of information • Ensuring students receive services when they need it and what role assessments play going

forward • How class composition issues will be monitored • With inclusive education and demographic being funded first, will there be predictability issues

for basic enrolment funding Working Groups Progress Update An initial update from each of the working groups, as presented to the School Business offices the 3rd week of May, as well as other various comments is summarized below. Inclusive Education - #6

• System Implications of developing a single inclusive supplement • Approach’s and implications to developing a new complex needs/high cost category • Implications of implementing the prevalence component in a BC context and potential solutions • Accountability measures need to be determined, including how to report out to parents • How to track student outcomes in a new model if they are not identified. • How to shift student assessments from being a funding requirement to being done for the

purposes of supporting student educational needs. • There is a known higher cost associated with providing services to students with special needs but

no defined method to determine the actual cost. • Ministry does not have its own data or model. Data comes from MCFD which is subject to privacy

issues and the data is not subject to audit. • If no designations are required, this creates new issues specific to class composition language.

Likely that the designation process will still need to be performed locally, thus no cost savings and in fact will be a costlier duplicate administrative system.

• Learning disability is not necessarily a medical system diagnosis, therefore the data will be incomplete.

• Taking away funding removes the motivation to identify students with special needs.

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Adult Education #11 • The working group is studying student profiles to better understand user requirements • Implication and mitigations for funding model • Need to develop a vision for Adult Education • Challenges and opportunities of existing program structures • Data to inform evidence-based recommendations • Issue is not about the funding but more about the delivery of service. • Summer learning has been removed from the terms of reference. • Program will remain course based funded.

Online Learning - #10

• Review of student profiles to identify key requirements of a flexible learning environment • Flexible learning design and concepts for program delivery • Implication of this recommendation and other recommendations.

FTE to Headcount Reset – Recommendation #9 and implications to #10

• There is no group discussing the impact of course-based funding allocation changes to a headcount funding basis.

• The Ministry is not wanting to ‘double fund’ which creates a conflict issue with Online Learning – recommendation #10.

• This also creates an issue with cross enrolment between districts from a distributed learning perspective.

• The quality of online learning offerings is being questioned with independent schools a big user of the DL model.

• The current thinking is that the current model works well today but will not work well under the new model.

• The group has moved past a province wide agreement as centralization will not work. • It is not clear how changes to the DL model will impact the goal of equitable access.

Advisory Committee on Accountability #12-17

• Framework for Enhancing Student Learning o To create a system-wide focus on improving student educational outcomes with

accountability. • Focus on 4 elements:

o Intellectual human and social and careers development, o Multi-year district and school plans, o Meaningful and effective evidence, o System-wide capacity building.

• Strategic Plans to include a focus on outcomes with specific goals to be established by the Ministry Financial Management Working Group #18,19,20

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• How best to improve transparency, accountability and communication at all levels and to consider workload issues that could result from additional reporting requirements.

• Align financial planning and reporting cycle to provincial and local strategic /operational planning processes.

• Process to inform Government about potential cost pressures (which is already in place) • Three-year planning cycle – knowledge of key assumptions. This makes good sense but requires

some revenue certainty and some commitment by Government to funding inflation and other cost pressures.

• Sector to be accountable at all levels for resources provided and the resulting services and student outcomes.

• Policies required to support consistency around budgeting, reporting, and management of reserves.

o Transparency needs to be in place as to how reserves are being used. o There is a strong voice from some groups to not allow fund balances. o Reserve restrictions, if imposed, need to be flexible and a reasonable time to utilize if over

the established threshold. o The Ministry sees the appropriate range as 1-3% while the proposal is 3 -5%. o Fund balances need to be sufficient to allow for capital requirements if that remains in

place. (There has been little to no discussion on capital funding as outlined in recommendation #22).

• Simple and easy to understand document to accompany budgets and year end financial reporting is recommended.

• Provincial policy/guidelines requirements to support consistency in financial planning and reporting efforts.

Next Steps Progress reports will begin to be provided to stakeholder groups as the working groups continue to meet over the summer and prepare their final reports for the Minister. The Ministry will further engage with partners through fall conferences and regional meetings.

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BOARD OF EDUCATION TRUSTEE SCHOOL LIAISON ASSIGNMENTS

2019-20 SCHOOL YEAR

GROUP TYPE SCHOOL TRUSTEE 2018-19

PROPOSED TRUSTEE 2019-20

1

Secondary Port Moody, Encompass

Lisa Park Craig Woods Middle Hillcrest, Scott Creek

Elementary Central, James Park, Roy Stibbs, Westwood, Aspenwood

2

Secondary Heritage Woods

Craig Woods

Kerri Palmer Isaak

Middle Como Lake, Summit

Elementary Eagle Ridge, Lord Baden-Powell, Porter Street, Walton, Bramblewood

3

Secondary Riverside Michael Thomas Carol Cahoon Middle Citadel, Eagle Mountain

Elementary Anmore, Meadowbrook, Miller Park, Pinetree Way, Rochester

4

Secondary Dr. Charles Best Barb

Hobson Keith Watkins Middle Maillard

Elementary Castle Park, Irvine, Leigh, Panorama Heights, R.C. MacDonald

5

Secondary Gleneagle Jennifer

Blatherwick Lisa Park Middle Kwayhquitlum, Maple Creek

Elementary Baker Drive, Birchland, Glen, Hazel Trembath, Ranch Park

6

Secondary Centennial Kerri Palmer

Isaak Barb Hobson Middle Minnekhada

Elementary Glenayre, Moody, Mountain Meadows, Pleasantside, Hampton Park

7

Secondary Pinetree Keith

Watkins Michael Thomas

Middle Montgomery

Elementary Alderson, Coquitlam River, Mountain View, Nestor, Riverview Park

8

Secondary CABE, Continuing Education, Coquitlam Open Learning, Inquiry Hub, Suwa’lkh Carol

Cahoon Christine Pollock Middle Banting, Moody

Elementary Blakeburn, Cedar Drive, Kilmer, Mundy Road, Parkland

9

Secondary Terry Fox Christine Pollock

Jennifer Blatherwick

Middle Pitt River

Elementary Cape Horn, Harbour View, Heritage Mountain, Mary Hill, Seaview, Smiling Creek Page 81 of 83

BOARD OF EDUCATION

TRUSTEE REPRESENTATIVES

2019/20

COMMITTEE MEETINGS TRUSTEE REPRESENTATIVE(S)

School District

Finance Committee Week prior to Board meeting Committee of the Whole

Child Care Task Force As Required Jennifer Blatherwick Alternate: Lisa Park

BCSTA

Metropolitan Branch As Required Kerri Palmer Isaak Alternate: Carol Cahoon

Provincial Council (elected) Quarterly Carol Cahoon Alternate: Michael Thomas

ELL Consortium Six times per year Christine Pollock Alternate: Lisa Park

BCPSEA

BCPSEA As Required Michael Thomas Alternate: Kerri Palmer Isaak

Community Organizations

Coquitlam Foundation As Required Carol Cahoon Alternate: Barb Hobson

District Parent Advisory Council (DPAC) Seven times per year Craig Woods

Alternate: Lisa Park Student Leadership Council (SLC) Monthly during school year Jennifer Blatherwick

Alternate: Craig Woods

CERA (Communities Embracing Restorative Action)

Five times per year (assess after one year the continuation of a Trustee representative on this committee)

Christine Pollock

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BOARD OF EDUCATION

ITEMS OF TRUSTEE BUSINESS DPAC Report

Trustee Lisa Park attended and participated in the above meeting and presents the following report for information:

DPAC meeting was on Wednesday, May 29 at the Winslow Centre from 7 to 9 pm.

1) 2019/2020 SD43 DPAC Executive Election Results Name Position Marvin Klassen President Judi Zaklan Vice President Edward Ram Treasurer Charlie Loo Secretary Maria Ledezma Newsletter/Website Editor Shari O’Neill Parent Education Coordinator Hui Wang Health and Safety Coordinator Terri Towner Parent Communication Coordinator Ally Wang Member at Large Corrie Noble Member at Large Will Davis Member at Large Rayne Johnson Member at Large Laura Code Administrative Assistant/office

SD43 DPAC theme for 2019-2020 will be Connecting the Community.

2) Four representatives of DPAC attended the BC Confederation of Parent Advisory Councils Conference and the AGM from May 3rd to May 5th in Richmond. The theme and content focus this year was “Empowerment through Knowledge and Sharing”.

3) SD43 DPAC executive is hosting a PAC 101 orientation session. Date: Wednesday, October 2nd, 2019

Place: Gallery Room, Winslow Centre Time: 6:20 -9:00 pm (doors open at 6:20pm- session starts at 6:45pm)

Next DPAC General Meeting will be on October 30th at Gallery Room, Winslow Centre from 7:00 to 9:00pm.

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Documents

June 11, 2019 7:00 p.m. - sd43.bc.ca 06 11 Public Board... · Lucas Hung – “I left the meeting feeling empowered, and now feel like it's my responsibility to advocate for equity