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Board Governance Review Tracker

​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​​

​In May 2025, the results of an independent, third-party Board Governance Review were delivered to the Metro Vancouver Regional District (MVRD) Board by Deloitte Canada. The review evaluated the structure and composition of Metro Vancouver’s boards and committees, remuneration, and decision-making processes. The review was conducted in partnership with the provincial government.

Deloitte Canada found, through the review that the existing regional district model has served Metro Vancouver well for decades, and in many instances the organization has been recognized as a leader in regional planning and infrastructure delivery. The resulting report identifies opportunities for Metro Vancouver's governance to adapt as population grows and infrastructure investment increases, and outlines 47 recommendations for strengthening the organization's board governance framework.

Metro Vancouver’s Governance Committee is supporting the consideration and implementation of the recommendations. The relevant Metro Vancouver boards will make decisions on the recommendations.

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Supporting the MVRD Board’s consideration and implementation of the review’s recommendations is part of the terms of reference of Metro Vancouver’s Governance Committee, and the relevant Metro Vancouver Boards will make decisions on the recommendations.

  • ​Ongoing: The recommendation is being implemented and is ongoing
  • Complete: The recommendation has been implemented
  • Underway: The action has been considered and is being implemented
  • In Work Plan: The recommendation is included in the Governance Committee’s Work Plan and will be assessed by the committee and the applicable boards for relevance and potential implementation
  • Pending: The recommendation is expected to be considered in the future

Note: Text of the recommendations below has been adapted from the report to reflect which of the four Metro Vancouver boards the recommendation applies to. The Metro Vancouver Regional District Board has oversight of all standing committees and remuneration.

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​​Recommend​​​ations​

 

 

1. Hybrid Board structure1. Hybrid Board structure<div class="ExternalClass75B65D3EF93F435AB0E3F4AF6DC265C4"><p>The b​oards should consider a hybrid board structure that combines elected officials (such as mayors and councillors appointed from member municipalities) with appointed external directors who bring specialized skills and experience. This will require consultation and detailed design to better achieve the governance objectives outlined in this report. Each Board may have a different structure or composition.​​​<br></p></div>Structure of Board and CommitteesUnderwayGP0|#a29e0060-906a-45c5-9df4-3f67b90775ab;L0|#0a29e0060-906a-45c5-9df4-3f67b90775ab|BC Provincial Government;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#ddc1aa4e-1488-4854-905b-78bf1c4f9544;L0|#0ddc1aa4e-1488-4854-905b-78bf1c4f9544|Great Vancouver Water District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#ee5b62b2-393e-4d47-97c1-344c25cbfae1;L0|#0ee5b62b2-393e-4d47-97c1-344c25cbfae1|Greater Vancouver Sewerage and Drainage District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#744eb8e6-b024-4ee3-af59-f2b0a72712bb;L0|#0744eb8e6-b024-4ee3-af59-f2b0a72712bb|Metro Vancouver Housing Corporation;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
2. Reduce the size of the Boards2. Reduce the size of the Boards<div class="ExternalClass6860B52831E845969FD385411DBC9AB0"><div><p>The boards should consider reducing the size of the board, regardless of the board structure selected. <br></p></div></div><div class="ExternalClass49C3DC14C760497DB2DB97FCC3583C7E"><p>​<br><br></p></div>Structure of Board and CommitteesUnderwayGP0|#a29e0060-906a-45c5-9df4-3f67b90775ab;L0|#0a29e0060-906a-45c5-9df4-3f67b90775ab|BC Provincial Government;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#ddc1aa4e-1488-4854-905b-78bf1c4f9544;L0|#0ddc1aa4e-1488-4854-905b-78bf1c4f9544|Great Vancouver Water District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#ee5b62b2-393e-4d47-97c1-344c25cbfae1;L0|#0ee5b62b2-393e-4d47-97c1-344c25cbfae1|Greater Vancouver Sewerage and Drainage District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#744eb8e6-b024-4ee3-af59-f2b0a72712bb;L0|#0744eb8e6-b024-4ee3-af59-f2b0a72712bb|Metro Vancouver Housing Corporation;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
3. Create a Governance Committee of the MVRD Board3. Create a Governance Committee of the MVRD Board<div class="ExternalClass06FF06BAB77248CDA30ACA7097399422"><p>The chair of the Metro Vancouver Regional District Board should consider creating a Governance Committee. The purpose of this committee would be to oversee the governance, ethics, and integrity of the boards’ policies and conduct.<br></p></div><div class="ExternalClass09D310D1FC864155807A08B872C78185"><p>​The Govern​​ance Committee and its membership were <a href="/media-room/media-release/922" target="_blank">officially announced</a> at the June 27 Board meeting. Their first meeting was held on <a href="/boards/GovernanceCommittee/GOV-2025-07-16-AGE.pdf" target="_blank">July 16​</a>. ​The Province has ​a member participating on the Committee​.<br></p></div>2025-06-27T07:00:00ZJune 27, 2025Structure of Board and CommitteesCompleteGP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
4. Reduce or optimize the time investment for meetings4. Reduce or optimize the time investment for meetings<div class="ExternalClass489C68397E7F4488B0E40F9D3CBA73A5"><p>​The Metro Vancouver Regional District Board should continue to seek ways to reduce or optimize the time investment in committee meetings.<br></p></div><div class="ExternalClass853EC05B86284053833E28D5E889187A"><p>In November 2025, the Governance <a href="/boards/GVRD/RD-2025-11-28-AGE.pdf#page=296" target="_blank">Committee recommended to the Chair changes to the number of Standing Committees</a>, the number of Standing Committee meetings, the size and composition of Standing Committees, and how Standing Committee members are chosen. The Chair of the Boards implemented changes to the Standing Committees for 2026 reflecting the recommendations from the Governance Committee.​<br></p></div>Structure of Board and CommitteesCompleteGP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
5. Include advisory committee feedback in reports 5. Include advisory committee feedback in reports <div class="ExternalClass6C4AF643863645528225A098B5627606"><p>The boards should ensure that staff reports going to the committees and boards include feedback from the staff advisory committees regarding the specific options, risks, and direct impacts on the member jurisdictions.<br></p></div><div class="ExternalClassE679FE758E55403383103999097CF4D7"><p>​The staff report template has been updated to improve transparency and decision-making. A new “Other Implications" section has been added to the ​​Board report template, that will include where relevant: impacts on member jurisdictions (including feedback from advisory committees); impacts on First Nations (including input from engagement); policy implications; and effects on relationships.<br></p><p>The changes respond to ​​multiple recommendations from the Governance Review, including:</p><ul><li>#5: Ensuring staff reports include feedback from staff advisory committees on options, risks, and impacts to member jurisdictions</li><li>#12: Bringing more municipal perspectives into Board and committee discussions </li><li>#28: Strengthening analysis of risks and financial implications in Board reporting<br></li></ul>​ </div>2025-09-01T07:00:00ZSeptember 2025Structure of Board and CommitteesComplete
6. Revisit all Committee Terms of Reference 6. Revisit all Committee Terms of Reference <div class="ExternalClass638041E0EF9C4D0FB8A71227599125BB"><p>The terms of reference for all standing​​​ committees should be revisited to ensure the scope and mandate of the committee is appropriate for the new board structures, the overall vision and direction of Metro Vancouver, and supports strong governance of the board.​<br></p></div><div class="ExternalClassEB65C189D2474C90B8073CD25CB8F180"><p>The current Standing Committee Terms of Reference were updated in December 2025 by the Chair of the Boards. In February 2026, the Governance Committee reviewed all committee Terms of Reference and the MVRD Board subsequently received the report for information. ​​<br></p></div>Structure of Board and CommitteesCompleteGP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
7. Appoint an independent chair for the Boards 7. Appoint an independent chair for the Boards <div class="ExternalClassBDDDED8376424E2387B6F33D3BCE6054"><p>The boards should consider appointing an independent chair for the boards, particularly the utility boards under a hybrid board structure. The role of the chair is critical to the success of the governance of the board. As Metro Vancouver continues to grow in size and complexity, the time commitment for the board chair will also increase potentially creating the need for a full-time chair. Ideally this individual would have senior municipal and/or utility experience.​<br></p></div><div class="ExternalClass298EE5CB23DF4A888C9B5531C66746BB"><p>​<br><br></p></div>Roles and Competencies of Board and Committee MembersUnderwayGP0|#a29e0060-906a-45c5-9df4-3f67b90775ab;L0|#0a29e0060-906a-45c5-9df4-3f67b90775ab|BC Provincial Government;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
8. Change the chair term to four-year period8. Change the chair term to four-year period<div class="ExternalClass4E55FD0F4AF5445AAD79CEE5C961CD9F"><p>The boards should consider seeking legislative change to set the term of the chair to a four-year period, beyond the current annual term. It is unlikely that a chair will have sufficient time to develop their board and begin to implement the strategy within a one-year timeframe. The magnitude and importance of the role to good governance would suggest a longer term. In addition, if the chair is an independent non-elected official, the boards should consider offsetting their term with the traditional four-year municipal election cycle and associated high turnover of board directors.​<br></p></div><div class="ExternalClass78CACE52D7C94849A5EDA846BCF9EA74"><p>​<br><br></p></div>Roles and Competencies of Board and Committee MembersUnderwayGP0|#a29e0060-906a-45c5-9df4-3f67b90775ab;L0|#0a29e0060-906a-45c5-9df4-3f67b90775ab|BC Provincial Government;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937;GP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
9. Enhance the Board education plan9. Enhance the Board education plan<div class="ExternalClass348EB985B6B84A9FB1476E09E7718E59"><p>The boards should consider enhancing the education plan including board orientation, professional board development, education on the operations of Metro Vancouver and its projects (including site visits), and other subject matters relevant to board decisions (e.g. regulations pertinent to a committee, historical decisions and implications, etc).​<br></p></div><div class="ExternalClass145AEA551E3E4C549648C82C97CE29B7"><p>​In November 2025, the MVRD Board <a href="/boards/GVRD/RD-2025-11-28-AGE.pdf#page=296" target="_blank">endorsed a draft Board Orientation Program</a>. Metro Vancouver and the Local Government Leadership Academy are working together to deliver a Metro Vancouver focused program for the Boards’ orientation starting in December 2026.​<br></p></div>Roles and Competencies of Board and Committee MembersCompleteGP0|#7207d05f-d685-4359-bbbf-c48f11f992b1;L0|#07207d05f-d685-4359-bbbf-c48f11f992b1|Metro Vancouver Regional District;GTSet|#509408e7-69b0-420f-bcf9-b9ae5a936937
10. Allow sufficient time and questions in meetings 10. Allow sufficient time and questions in meetings <div class="ExternalClassCBBF9F5060154847AE8930CC2EF8B12E"><p>The chair should allow sufficient time and question board directors in the meeting to ensure the directors understand the motion, there are opportunities to safely ask questions relating to it, and ultimately ensure everyone can make the right informed decision.<br></p></div>​<br><div class="ExternalClass5E19E063CC60417989C99C3A50E31945"><p>​This is ongoing guidance t​​​o the Chair. ​<br></p></div>Roles and Competencies of Board and Committee MembersOngoing

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