​​  LISA NAYLOR

 T​rustee for WINNIPEG SCHOOL DIVISION: WARD 4

MY PRIORITIES & TRUSTEE ACHIEVEMENTS


A public school trustee's primary responsibilities are to govern, set policy and determine the annual budget for the school division while representing the needs of many different communities.  I have only one vote on any issue and need to work together effectively  with eight other people representing diverse views from a variety of life experiences. I have done my best to be transparent about why I vote the way I do and to make every effort to be accountable to everyone I have a responsibility to: students, families, employees, rate payers in the community and my fellow Trustees.


MY  PRIORITIES  FOR 2018-2022


  • Be accountable to theWSD Strategic Plan that determines direction and priorities for the Division through to 2020.
  • Stand up for public education: oppose chronic underfunding of the education system. We need to ensure that education funding is stable and sustainable into the future.  I will advocate for less reliance on property taxation and a return to the provincial income tax system providing the core funding for education. 
  • Community Engagement: A school division and its' schools are intricately linked to the lives of families, to the local community, to the province and to the larger global community. I would like to see WSD improve our engagement with communities, particularly newcomer families, that are not well represented on parent councils, committees or school events.
  • Continue to Address barriers to learning and continue to improve the attendance rates and graduate rates of students.   WSD has over 33,000 students. Of those, over 20% are student's who have learned English as an additional language. Our school division also includes two of the federal ridings with some of the highest rates of poverty in the country: Winnipeg North & Winnipeg Central.  In order for children to learn today and have future opportunities, schools must provide adequate nutrition and continue to develop partnerships with organizations that provide dentistry, vision tests, support for newcomers and Indigenous communities. 
  • Indigenous Education and Reconciliation.  Regardless of school demographics, we need to integrate Indigenous cultural knowledge throughout the division and expand opportunities for our diverse student population to meet and learn from one another through division wide arts, sports and cultural programming. 
  • Support music and arts education.​ Children living in poverty often do not get these enrichment activities outside of school so it is essential that we have a strong and varied arts program to help engage students, develop their creativity and critical thinking skills which in turn enhances learning in subjects such as math. These are benefits that impact all children despite socio-economic status.  We are currently undergoing an arts equity survey in order to plan for more equitable distribution of arts opportunities across the division. 
  • Ensure good stewardship of our facilities and deal with the infrastructure deficit. We have aging schools, obsolete heating systems and windows that are half a century old.
  • Accessibility, accountability and transparency.  Boardinformation, business practices and decision-making processes should be visible, easily accessible, accountable and open to participation.The public should have a direct voice  in the making of policies that guide local schools. Trustees have a responsibility to model high standards in our leadership practice.
  • Support environmentally responsible initiatives;Our schools should be as green and sustainable as possible with a division-wide approach to sustainability. Learning opportunities for students should support healthy and natural environments for current and future generations


WSD Board of Trustees: Partial Record of Achievement 2014-2018


Your Board of Trustees oversees the 400+ million dollar budget that provides resources for  over 33,000 students, 5,000 employees and 78 schools.  More than 25% or our student population is Indigenous and almost 25% of students are refugees or immigrants to Canada. In 2017 alone, we welcomed 200 Syrian refugee children into our classrooms. We also provide many specialized support services for special needs students and enrichment programs.    The current board has been very active in policy direction, working closely with our incredible staff and continuing to support one of the most diverse and innovative school boards in the country.  Here are a few of the areas we have focused on over the past four years. 


  • Established a Governance committee and designed and implemented the first four year strategic plan.  Improved transparency of board governance through live streaming of Board meetings, making committee meetings more open to the public, and creating a public access portal for board information on line.
  • Established three new bilingual programsCree and  Ojibway at Issac Brock School and Spanish at Earl Grey School
  • Expanded full day kindergarten to 11 schools
  • Wi-Fi was made available in all schools
  • Restructured administrative team and brought administrative costs  well below the cap imposed by the MB Government,
  • Opened a new French Mileu School at Sir William Osler and added another French Immersion Program at Luxton school. 
  • Introduced the first transgender and gender diverse support policy in Manitoba, leading the way for other school boards to follow.
  • Addressed barriers to learning through: a new math task force to address gaps in math learning, adoption of a Certified Service Animal policy, adoption of a Suicide Prevention Policy and ongoing accessibility planning.  
  • Established an Indigenous Education Advisory Committee and conducted a division wide assessment of our Indigenous education policies in consultation with families and community members. 
  • Land and treaty acknowledgment at Board meetings and in all schools and at special events. This is just one way we have begun to implement recommendations from the Truth and Reconciliation Commission Calls to Action.
  •  Became a partner in the  Winnipeg Indigenous Accord
  • Formed a partnership between the Winnipeg School Division and SAFE Workers of Tomorrow.  Since 2016, all WSD Grade 9 students participate in an education session regarding workplace safety and health.
  • Funded the Swim To Survive program for all WSD students in grade 4, which began in 2018.
  • Established an International Education Program to increase revenue streams and encourage international students to study with us.
  • Created a universal access construction playground fund
  • Purchased land and been approved for a new school build in Waterford Green
  • Conducted a comprehensive assessment of all WSD buildings and released a public report .

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