CANDIDATE PROFILE: Heather Grieve

I’ve also served as chair of the BCSTA Comprehensive School Health Working Group and as a member of the BCSTA Mental Health Working Group, bringing a local governance perspective to provincial discussions.

I’m running again because there’s a lot of important work to be done. We need to continue advocating for new schools and infrastructure, increased provincial funding for education, and support for students and staff as classroom complexities rise. We also need to make responsible financial decisions that ensure our district’s long-term stability. I am committed to our students, our schools, and our communities, and I am hoping for the opportunity to continue serving on the board.

What do you think is the biggest issue facing SD73 and how would you use your elected position to address it?

I think the biggest issue facing SD73 is the financial pressure created by changing enrolment, increasing costs and the very different needs across our communities. It is more complicated than simply looking at utilization and capacity. We have schools and communities experiencing growth and significant capacity pressures, while other areas of the district are experiencing flattening or declining enrolment.

These issues require continued advocacy to the province for the capital investment our district needs. The lack of new capital investment over many years has real operating consequences. When we do not have the schools and facilities we need in the right places, the district has to find other ways to accommodate students. That can mean additional portables, increased transportation and fuel costs, longer bus routes and other ongoing operating expenses. Those costs need to be part of the conversation when we talk about the need for capital investment.

As a trustee, I would continue to advocate strongly with the Ministry and make sure the realities of our district are clearly understood. At the same time, I would continue to look carefully at our finances, ask questions about the longer-term impact of decisions and make sure resources are being directed toward the priorities that have the greatest impact on students.

I think the board has a responsibility to understand the full picture, not just what a school looks like on a utilization report. We need to consider enrolment, growth, transportation, operating costs, the condition and functionality of our facilities, and what our communities will need in the years ahead. Policies and decisions made should be for the betterment of the district as a whole, not one region at the expense of others.

What do you think is the biggest issue facing students and how would you address it?

The biggest issue facing students is the increasing complexity of the environment in which they are learning. Students have a wide range of needs, including mental health and well-being, while also dealing with the impacts of social media, rapidly changing technology and the emergence of AI, along with the pressures that come with all of that. Our schools need to be equipped to support students and staff through these changing realities. School boards policies should strive to ensure that students and staff have the support they need.

All students do not come to school with the same needs. The reality in classrooms has changed. Trustees need to recognize the impact that these complexities can have on the learning environment, on students and on the teachers and support staff.

As a trustee, I would continue to make those supports an important consideration when setting budget priorities and advocating for provincial resources. I would also listen to the people who are working in our schools every day. They know what is happening in their classrooms, and their experience needs to inform the decisions made at the board table.

What are your thoughts on communication between SD73, its schools and the region’s residents? As a trustee, would you speak to your votes and decisions on the record?

Good communication is essential, particularly when the information is difficult.

I think there have been times when people have wanted more information from the district, and I understand why. When information isn’t available, people can fill in the gaps themselves, and that can create confusion or misinformation. I believe the district should be clear about what it can share, what it cannot share because of confidentiality, and what process is being followed.

As a trustee, yes, I would speak to my votes and decisions on the record. I don’t believe being elected means I will always make a decision that everyone agrees with. It means I am accountable for the decisions I make and should be able to explain why I made them.

There are times when employee matters or other confidential issues cannot be discussed publicly and respecting that confidentiality is part of good governance. But confidentiality should never be used as a reason not to communicate what can appropriately be shared with the public.

Following a term highlighted by allegations of bullying and harassment by its former superintendent and a $2.2 million budget shortfall, how would you use your position to bring stability to the school district?

Building and maintaining stability means following good process, asking difficult questions of the administration, being transparent when information is difficult, holding administration accountable and making decisions with the long-term health of the district as a whole in mind. If re-elected, my focus would be on continuing the stability that has been established over the past year.

As a governance board, it is important to ensure that appropriate processes are in place and being followed, and to ask the difficult questions when concerns are raised. The accusations of bullying and harassment were serious. The Board followed a thorough and appropriate process to ensure the concerns were properly reviewed and investigated. Any allegations or concerns that arise need to be taken seriously.

The $2.2 million shortfall was also a significant issue. An accounting error resulted in a revenue line being counted twice, meaning the financial position presented to the board did not reflect the district’s actual year-end position. The district has strengthened how budget information is reported and monitored and improved how budget information is reconciled with the district’s financial statements. While employee matters remain confidential, the Board can and should be transparent about financial errors and the steps being taken to address them.

Looking ahead, I would strive to continue to be transparent about the challenges the district is facing, the decisions being made and why they’re being made. Stability also means making sustainable fiscal decisions rather than decisions that simply solve a problem for one year and create instability in the years that follow.

Why should residents give you their vote?

I believe residents should vote because it’s crucial for our community members to have a voice. I hope to gain community support, as I’m committed to students, staff, families, and public education.

I have experience and understand the role of a trustee, I’m committed to doing the work.

I’ve served as a trustee since 2018 and as board chair since 2021. Throughout my tenure, I’ve built strong relationships with community members, staff, employee groups, community partners, and families. I believe board consistency is crucial as we continue our work and navigate the challenges facing the district.

I’ve advocated for capital investment, including being part of the effort that led to the first new school announcement in SD73 since 2000. Additionally, through BCSTA, I’ve served on the Provincial Mental Health Working Group and chaired the Provincial Comprehensive School Health Working Group, which made recommendations to the Minister of Education and Childcare.

If I’m privileged enough to get re-elected, I will continue to show up, listen, ask questions, advocate, and make thoughtful decisions on behalf of our communities.

by CFJC Today

CANDIDATE PROFILE: Heather Grieve

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