Accomplishments .
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The Board of Trustees operates as a unit. A team. Decision making can only be made as a team, and once decisions are made, regardless of our individual vote, we must back the decision made. While we are elected in individual wards, once elected the focus and commitment is to the entire Black Gold School Division. As we operate as a team, identifying specific individual accomplishments is a little more challenging. Below are some highlights of my contributions over the past eight years: |
Community engagement / Government relations
Board decision making is data informed; part of the 'data' is of course having an understanding of community perspectives. I appreciate the insights and communication with any and all constituents; all perspectives are valid and provide meaningful insight for decision making.
I truly feel that when we have the opportunity to meet with any of our interested parties, engaging and listening is more important than reporting. School Council meeting, for example, are a great resource of engaged parents whose voice represents a cross-section of the larger school community. I love regularly attending this meetings at all five schools in Ward 2, and am always so impressed and grateful for the insights!
The Community Engagement and Advocacy takes on a significant amount of engagement planning, communication, and advocacy development strategy for the Board. I was heavily involved in the creation of this committee six years ago, chaired it for the first three years, and participated as a member for another two.
We strive for a strong working relationship with the three local MLAs that overlap with the Black Gold boundaries. I am comfortable reaching out by phone or text to our MLAs whenever a need arises. We have also build relationships with our MPs, liaised with the Premier directly, and as a Board connect with surrounding school boards and all seven local municipalities whose boundaries overlap with Black Gold.
I have put these two together as they are continuously intertwined!
I truly feel that when we have the opportunity to meet with any of our interested parties, engaging and listening is more important than reporting. School Council meeting, for example, are a great resource of engaged parents whose voice represents a cross-section of the larger school community. I love regularly attending this meetings at all five schools in Ward 2, and am always so impressed and grateful for the insights!
The Community Engagement and Advocacy takes on a significant amount of engagement planning, communication, and advocacy development strategy for the Board. I was heavily involved in the creation of this committee six years ago, chaired it for the first three years, and participated as a member for another two.
We strive for a strong working relationship with the three local MLAs that overlap with the Black Gold boundaries. I am comfortable reaching out by phone or text to our MLAs whenever a need arises. We have also build relationships with our MPs, liaised with the Premier directly, and as a Board connect with surrounding school boards and all seven local municipalities whose boundaries overlap with Black Gold.
I have put these two together as they are continuously intertwined!
Communication
Communication is a big one for me. A common phrase from me is "it's one thing for us to be advocating for 'x' or doing 'y' - but our communities need to know about it as well!" I know this is one area where some feel there is never enough, however I am proud of the strides we have made and know we will continue to grow in this area.
Board meetings are now live streamed recorded to be accessed at a later time. Board highlights are circulated, and a trustee newsletter is prepared 3-4 times per year. Additional direct messaging is sent out as required.
Board meetings are now live streamed recorded to be accessed at a later time. Board highlights are circulated, and a trustee newsletter is prepared 3-4 times per year. Additional direct messaging is sent out as required.
Hiring of the superintendent
Oversight of the Superintendent is a key responsibility of the Board. Retirements in Senior Administration lead to significant turnover in these key roles over the past few years.
At Black Gold, the Board and Superintendent have a strong working relationship. As such we are often invited to participate in interviews of Senior Admin roles in an advisory capacity. I have sat in on the interviews as a Trustee representative for the hiring of:
- In 2019 we hired a new Superintendent - the one and only direct employee of the Board. I proudly co-chaired this hiring committee.
- In 2023 we went through the hiring process again - I was able to share learning and experience from the previous round, and was directly involved in the orientation of the Superintendent to the Division.
At Black Gold, the Board and Superintendent have a strong working relationship. As such we are often invited to participate in interviews of Senior Admin roles in an advisory capacity. I have sat in on the interviews as a Trustee representative for the hiring of:
- Associate Superintendent - Business & Finance
- Associate Superintendent - Learning Services
- Associate Superintendent - Human Resources
- Division Principal (twice)
- Director of Student Services
- Director of Curriculum Div 1&2
- Director of Curriculum Div 3&4
Core values / strategic plan
In the latter half of my first term, we conducted a strategic plan refresh. To initiate this process, we began by re-affirming our Core Values. I championed a process whereby we facilitated discussions at all school council meetings in order to get a cross section of views. This process was repeated with staff groups as well. The process, engagement, and feedback was incredible! By compiling all the data, we were able to not only re-affirm our Core Values - but also create definitions for each.
Strategic Planning can be hard work. Messy work. I staunchly defended the value of this work, and supported the process and those involved to work through it.
We continue to review our strategic plan multiple times per year, and work to connect our work plan directly to the strategic plan.
Strategic Planning can be hard work. Messy work. I staunchly defended the value of this work, and supported the process and those involved to work through it.
We continue to review our strategic plan multiple times per year, and work to connect our work plan directly to the strategic plan.
Leadership
I believe we have a responsibility to finish each term leaving the Board in a stronger position than it was at the beginning. Each Board should be better than the last.
The bulk of my time as a trustee I have served in leadership roles (Vice Chair, Chair, ASBA Zone 2/3 Chair, ASBA Director, chair of several committees at the local and provincial level). Leadership is one of my greatest contributions to the Board; I worked tireless to elevate the Board to a new level.
The bulk of my time as a trustee I have served in leadership roles (Vice Chair, Chair, ASBA Zone 2/3 Chair, ASBA Director, chair of several committees at the local and provincial level). Leadership is one of my greatest contributions to the Board; I worked tireless to elevate the Board to a new level.
trustee handbook / policies
Transition of knowledge is vital and helps to maintain momentum and consistency. A legacy project left by the Board in my first timer was the development of a Trustee Handbook as a point of reference for expectations and procedures. The Handbook has two parts - that which is published on the website, and an Orientation Manual used to expose and update new trustees to internal working processes.
Next term, I hope to be part of a committee to develop a supplemental handbook that would serve as a guide the trustee who steps into the role of Board Chair.
For all eight years I've been a trustee I have been on the Policy Committee. This past term, each and every policy of the Board was reviewed in great depth, and strengthened to provide clarity and direction.
Next term, I hope to be part of a committee to develop a supplemental handbook that would serve as a guide the trustee who steps into the role of Board Chair.
For all eight years I've been a trustee I have been on the Policy Committee. This past term, each and every policy of the Board was reviewed in great depth, and strengthened to provide clarity and direction.
Committee Experience.
2021-2025 BGSD Committee Representation:
- Policy Review Committee
- Community Engagement and Advocacy Committee
- Transition (Superintendent Orientation) Ad-Hoc Committee
- Salary Negotiating - School Support Staff
- Support Staff Advisory Committee
- Technology Committee (Alternate)
- Board Committee of the Whole
2021-2025 Alberta School Boards Association Representation:
- Director - Alberta School Boards Association Board of Directors
- Chair - Position Statement Framework & Writer's Guide Development Committee
- Chair - ASBA Zone 2/3
- Chair - ASBA Zone 2/3 Advocacy Committee
- Policy Development Advisory Committee
- Teacher Salary Qualifications Board - ASBA Representative
Other Previous Committee Representation:
- Chair - Community Engagement & Advocacy Committee
- Chair - Agenda Setting Committee
- Chair - Salary Negotiating, School Support Staff Personnel
- Chair - Salary Negotiating, Custodial Personnel
- Chair - Salary Negotiating, Maintenance Personnel
- Chair - Policy Review Committee
- Chair - Support Staff Board Advisory
- Chair - Bus Contractors/Custodial/Maintenance Board Advisory Committee
- ASBA Zone 2/3 Board Representative
- Alternate Director - Alberta School Boards Association Board of Directors
- ASBA Zone 2/3 Edwin Parr Committee
- ASBA Superintendent Evaluation and Contractual Obligations Review Committee
- ASBA Board Chair Committee
