Launching Whole System Reform:
Improving Governance, Labour Relations,
and Student Achievement
Dave Hutchinson , Superintendent/CEO
& John Blain, Deputy Superintendent,
Learning Services
BCSSA Summer Academy August 15, 2014
District Context & Culture: Strengths
A desire to do what is best for each student
Aboriginal education; International education
Community involvement
Program diversity; Early years supports
Facilities and maintenance
Dedicated and caring staff
Parent engagement
Recognition of student success of all types
Extra-curricular activities
Extra support for students who need it
Strategic plan process
District Context & Culture: Weaknesses
A longstanding history of management Boards
A challenging labour environment
Student academic achievement and retention levels consistently
below provincial averages
Significant enrollment decline
Many district facilities operating under capacity, with 40% deemed
beyond useful life
A series of successive budgets with structural deficits
An overall lack of system accountability and strategic direction
Preparing for Full System Reform: the Meta-Strategy
(2010-2012)
Implement recommendations from a review of Board
structures and processes and introduce/develop the strategic
policy governance model
Complete the reviews of district office departments with a
focus on human resources and instructional supports/services
Begin the process of large scale consultation connected to the
formation of a district strategic plan
Establish a new district visual identity
Engaging Full System Reform: Key Initiatives
(2011-2012)
Governance: Board strategic policy governance training with
consultant Craig Melvin; separation of Board Policies from
Administrative Procedures; initial strategic plan consultations
Academic Achievement: Hired a Deputy Superintendent and
created a district Department of Learning Services; created a
self-regulated learning (SRL) research and training centre;
introduced response to intervention (RTI)
Labour Relations: Hired an Associate Superintendent of HR
and Director of Labour Relations; began the process of
reculturing the system’s approach to labour relations
System Achievements (2011-2014)
New Governance model/policies
Streamlined Board Meetings
Separation of Administrative Procedure from Board Policy &
Procedure (in progress)
District Administration Centre office restructuring: Human
Resources, Business Operations, and Learning Services (new
Fall 2012)
Development of an expanded public consultation process,
including online processes
Completion of a strategic plan, developed through public
consultation and resulting in the following three goals:
– The continuous improvement of instruction and assessment
– Meeting each students unique needs
– Enhanced facilities for learning
System Achievements (2011-2014) cont.
Design of a new district visual identity
Development of a 10-year Enhanced Facilities for Learning Plan
and an Asset Management Plan
Development of a SRL demonstration classroom
Completion of Collaboration Agreements with the City of Nanaimo,
Vancouver Island University, and the Nanaimo Ladysmith Schools
Foundation
Implementation of a performance management model for district
office senior leaders
Completion of the Custodial Services, Transportation, and Safety
Department reviews
Sustaining System Reform:
Implementing The Strategic Plan
This is the foundation of the Board’s governance work, and
functions as a blueprint that guides the development of specific
areas that are critical to the long term success of the organization.
This blueprint calls for the following:
A Board Policy on “The Continuous Improvement of Instruction
and Assessment”
A Board Policy on “Meeting Each Students Unique Needs”
A 10-Year Enhanced Facilities for Learning Plan
The Strategic Plan: New Instructional Policies
The intent of the new Board policies is to:
Better focus the Board’s governance work on students and the
improvement of learning
Initiate a district-wide assessment model and reculture the
system around data driven decision-making, professional
learning communities and response to intervention
Advance effective instruction linked to current human learning
theory (i.e. self-regulated learning)
Support instructional innovation and the development of critical
creative age competencies in “schools of the future”
The Strategic Plan:
Learning Services Instructional Initiatives
Over the past two years, the Learning Services Department has
overseen the development of:
Streamlining the system to focus on core learning
Interdisciplinary Assistant Superintendent support teams
Response to intervention and associated tiered
instruction supports (i.e. SRL)
“Success for All” district-wide inservice
A district-wide assessment model, including the creation
of locally developed assessments for literacy and
numeracy
The Strategic Plan:
Learning Services Instructional Initiatives (Cont.)
Over the past two years, the Learning Services Department has
overseen the development of:
Using a new school consultation/reporting model,
development of a revised Achievement Contract that
incorporates the Aboriginal Education Enhancement
Agreement and Learning Improvement Fund goals
An early years to grade 3 (E23) reading initiative
A system-wide weekly PLC model
A leadership series developed, in consultation with
Human Resources
School consolidation plans
The Strategic Plan:
Enhanced Facilities for Learning
The intent of the 10-year plan is to establish schools in
accordance with:
Recommended guidelines for optimal school size
Recommendations regarding seismic mitigation, facility
condition, and building envelope condition
Long term enrolment projections
The French Immersion review recommendations
Pending recommendations regarding secondary
school renewal
The Strategic Plan and the Future:
The Impact of NLPS’ Development Targets
A district-wide professional culture focused on the
improvement of learning
Stable policy governance and district office
leadership
Sustainable budgets clearly linked to district goals
Strong system capacity to build partnerships and
new directions for student learning and enhanced
community development
Moving from the past towards the future
Thanks for joining us today!
Dave Hutchinson
Superintendent/CEO
David.Hutchinson@sd68.bc.ca
John Blain
Deputy Superintendent, Learning Services
JBlain@sd68.bc.ca