Budget Report

Transcription

1 Budget Report You are the light of the world. A city set on a hill cannot be hidden. Nor do people light a lamp and put it under a basket, but on a stand, and it gives light to all in the house. In the same way, let your light shine before others, so that they may see your good works and give glory to your Father who is in heaven. Matthew 5:14-16 Bruce-Grey Catholic District School Board

2 Table of Contents Board Profile... 1 Board History... 2 At A Glance... 3 Our Board Vision, Our Board Mission, Strategic Plan... 4 Our Belief Statement... 5 Board of Trustees... 6 School Board Senior Administration... 7 Message from the Superintendent of Business... 8 Budget Summary... 9 Budget Preparation GSN Highlights Budget Planning & Process Planning Assumptions Challenge & Risks Budget Consultation Budget Details Enrolment Facility Utilization Revenues Summary of Revenue Allocations Education Program Other (EPO) Expenditures Operating Expenditure Summary Capital Expenditure Summary Accumulated Surplus Summary Staffing Budget Summaries Compliance Report Learning Services Board Administration & Governance Student Transportation Facility Services Indigenous Education Catholicity Special Education Appendix Appendix A Budget Consultation Responses Appendix B Capital Plan Details

3 Board Profile The Bruce-Grey Catholic District School Board, located between Lake Huron and Georgian Bay is responsible for publicly-funded Catholic elementary and secondary school programming in the Grey and Bruce County. Highlights of the system include: 11 Elementary Schools (Junior Kindergarten to Grade 8) 2 Secondary Schools (Grade 9 to Grade 12) 1 Catholic Education Centre 533,000 square feet of floor space in schools across the board 523 full-time and part-time staff 7,046 Catholic household ratepayers across 17 municipalities 99.2% average utilization rate of school facilities across the board Board wide Facility Condition Index = 26% (meaning schools are well utilized and in relatively good condition) FCI vs Utilization figures Watson & Associates Economics Ltd. Average age of school= 52 years (range from 20 yrs. To 92 yrs of age) FCI vs Utilization figures Watson & Associates Economics Ltd. Page 1

4 Board History The Bruce-Grey Catholic District School Board was established in 1969 and had a budget of $1M. Author: Paul Serre Superintendent of Business First and foremost, we are a distinctive system that is steeped in Gospel values. Our students are rooted by the Gospel and they are fed by our Virtues as they successfully meet the Catholic Graduation Expectations. Secondly, likely due to the years of sacrifice required to provide Catholic education without public funding, our system has had a history of fiscal responsibility. Once public funding occurred, our trustees have continued to pass balanced budgets, while providing quality, faith-based education for our communities. Thirdly, we have engaged our many partners to assist us in ensuring effective education for our students. Let Your Light Shine Page 2

5 Learning Environment Governance School Based Staff Support Staff Facilities Day School Learners Transportation At A Glance 11 Elementary Schools 2 Secondary Schools 1 Catholic Education Centre 562 Full Day Kindergarten 2,265 Elementary 1,495 Secondary 3,303 Students travel by yellow school bus 133 Total Elementary Classes 39 Elementary French Immersion Classes 13 Portables 194 Teaching Days 7 Trustees 2 Student Trustees 17 Townships and Municipalities 7046 Catholic Household Tax Supporters Teaching Staff Consultants Para- Let Your Light Shine Teaching Supports 17 Principal s/ VP s 20 Secretaries Professional Support 5 Senior Admin 19 Board Admin 42 Facilities Services At Page 3

6 Let Your Light Shine ~ Success for Each and Place for All Our Board Vision Our Board Mission Committed to a vibrant Catholic education, we ensure quality learning experiences through community partnerships that nurture each student in body, mind and spirit and embrace the teachings of Christ, giving witness to Gospel values Strategic Plan Let s Pray To undertake initiatives that sustain and grow the life and strength of Catholic education. Let s Inspire To provide a progressive and inclusive organizational culture of excellence rooted in gospel values. Let s Learn To provide effective and innovative learning environments that promote student achievement and well-being today and tomorrow. Let s Shine To provide transparent initiatives and accountable practices that improve the quality of Board communications, engage stakeholders and share the good work of our people. Page 4

7 Our Belief Statement We Believe In being Christ-centred in all that we do, ensuring that Catholic values and teachings are woven through every dimension of the students learning experience, giving particular focus to social justice and living a faith-filled life. We Believe In the constant striving for excellence in everything we do through continuous improvement strategies and being progressive and future-oriented in our planning and change management approaches. We Believe Each child is a gift from God and has the potential to grow, to develop and to contribute. Each person is worthy of our respect, is to be included and is to be treated fairly and with dignity. We Believe Our staff and volunteers are our most important resource. It is through their commitment and dedication that Catholic students can deepen the practice of their faith and realize their individual potential. We Believe In the importance of collaborative strategies and partnerships that have the capacity to bring all the community s resources together to support the learning and development of each student. We Believe In being accountable to our stakeholders for the resources that we use, the decisions that we make and the outcomes that we achieve Strategic Plan Page 5

8 Board of Trustees Beverley Eckensweiler- Chair South Bruce Norman Bethune - Vice Chair Owen Sound/ Meaford & The Blue Mountains The role the Board of Trustees under the policy governance model is to: Establish goals and objectives for the short-term and the long-term Lori Di Castri - Trustee Huron-Kinloss/Brockton Ward 31/ Kincardine Robyn Garvey - Trustee West Grey/ Hanover/ Grey Highlands & Southgate Randy Roote - Trustee First Nations Making decisions related to pupil accommodation and safety ensuring students have access to the best possible learning environments Balancing the desire to provide the best possible Catholic education with the resources available for students in the BGCDSB Mike Lemme -Trustee Brockton/ Ward 34 & 36 Providing approval of the final balanced budget as outlined under the Education Act Sam Finnie- Trustee Saugeen Shores/ Arran Elderslie/Chatsworth/ Georgian Bluffs/ Northern Bruce Peninsula/ South Bruce Peninsula Sofia Tiu Student Trustee Sacred Heart High School Rep Molly Hilts Student Trustee St. Marys High School Rep Page 6

9 School Board Senior Administration Jamie McKinnon Director of Education Alecia Lantz Superintendent of Business Francine Pilon Superintendent of Education Suzanne White Superintendent of Human Resources Michael Bethune Superintendent of Education The School Board Senior Administration are responsible for the development of the budget ensuring it is both reasonable and attainable for the board Page 7

10 Message from the Superintendent of Business Dear Trustees, Staff, Parents, Students and Catholic School Supporters In this report, and in the presentation that has been made to Trustees and the public on June 19, 2017 you will find details on our proposed budget for the school year. I am very pleased to report that the budget is balanced. Our approach to developing the budget was based on the theme: success for each and a place for all, a collective effort by many stakeholders to conduct a thorough examination of identifying student and staff needs across our Board. The needs-based budget reflects our mission statement, our belief statement and our multi-year strategic plan ( ) which is accompanied by detailed goals, objectives and priorities established through consultation with all stakeholders. Key areas of interest in the proposed budget are as follows: 1. Enrolment Increase we have budgeted for 2,827 elementary students and 1495 secondary students, which represents an increase of 2.1% over the current year revised estimates. 2. Labour Agreements Collective agreements for teacher and education worker unions have been extended to provide an additional two (2) more years of labour stability. Current collective agreements will expire August 31, The budget is reflective of this extension through inclusion of local priority funding and class size investments for full-day kindergarten (FDK) and Grades Salary and Benefits increases budgeted in the fiscal year are consistent with the funding announcements made by the Ministry of Education. These announcements included modest wage increases of 1.5% and investments in benefit transformation. 4. Innovative Initiatives - The budget is embedded with rich Catholic culture and values that compliment an innovation foundation of multi-disciplinary project based learning. Our educators are bringing learning to life with focus on the core competencies and skills that support our Catholic Graduate Expectations. Overall, the budget is a reflection of our commitment to provide each student of the Bruce-Grey Catholic District School Board with a vibrant, quality learning experience deeply rooted in Catholic values that nurtures each in mind, body and spirit. We look forward to an exciting where we will pray, inspire, learn and let our light shine! Respectfully Yours, Alecia Lantz, CPA, CGA, CHRL Superintendent of Business and Treasurer Bruce-Grey Catholic District School Board Page 8

11 Balanced Budget Budget Summary The Senior Administration Team is very pleased to present a compliant and balanced budget for school year totaling $63.50M. That is, $60.51M in operating expenditures and $2.99M in capital expenditures. $47.06M $ 7.02M Revenues $$63.50M $ 0.70M $ 8.72M $ 60.51M $ 2.99M Section 232 of the Education Act requires Boards to adopt a balanced budget. The board cannot approve a budget with a deficit, but it can use accumulated surplus as part of balancing revenue and expenditures. According to the Education Act, a balanced budget is defined as: 1. Budgets not showing in-year deficits; or 2. Budgets showing in-year deficits if the deficits are not greater than the lessor of the following: The accumulated surplus (available for compliance) for the previous year ($6.96M) 1% of the boards operating revenue for the fiscal year ($0.55M) Based on the criteria above the Board satisfies point 1. where the budget will not show an in-year deficit. The Board will report a balanced budget for the fiscal year. Page 9

12 Budget Preparation

13 GSN Highlights On Wednesday April 12, 2017 the Ministry of Education announced the Grants for Student Needs (GSN) for the fiscal year. Total funding for the province is estimated at $23.8B which represents a $0.8B increase over This increase reflects key highlights we will see in our budget submission: Significant Changes: Central labour agreement enhancements with a 1.5% increase in salary benchmarks Local Priority Funding (LPF) to address a range of priorities including special education staffing to support at risk students 3% increase to Community Use of Schools funding Class size investments reduction of FDK and Grade 4-8 class sizes Indigenous Education per-pupil amount enveloped (formerly titled First Nation, Metis and Inuit Education) New Greenhouse Gas (GHG) reduction funding Keeping up with Costs: 2.0% increase in transportation funding 2.0% increase in non-staff portion of the School Operations funding On-going Implementation and Other Changes: Continuation of implementation of labour agreements On-going funding and implementation of EHLT (employee health, life and dental benefits trust) School Board Administration and Governance Grant (SBAGG) (Year 4 of 4) School Board Efficiencies and Modernization (SBEM) (Year 3 of 3) Differentiated Special Education Needs Amount (DSENA) (Year 4 of 4) 2011 Census and Nation Household Survey (NHS) (Year 2 of 3) Literacy and Math Outside the School Day Allocation Education Program Other grants Next Steps: In the spring, the Ministry will begin engagement sessions on new approaches to supporting rural and remote communities Based on Auditor General report, the Ministry will proceed with a month engagement to review student transportation in Ontario Page 10

14 Budget Planning & Process Financial accountability begins with a sound budget process. One strategy to ensure that we continue to maintain our current financial strength is through the development of an annual budget process that is transparent, consultative and accountable. The budget process is the guiding tool that translates the board s vision and system goals into a formal plan from which we operate. We review historical results so that we can learn from past experiences to gain wisdom and insight. We also look forward in time to identify potential pressures and potential mitigating strategies that could be implemented to off-set those pressures, so that we can continue to provide for the future needs of our students. Our budget is built based on our mission statement and the continued development work of our new multi-year strategic plan ( ). The majority of the revenue that is generated for a school board is impacted by the level of enrolment at each board, so it is important that we have accurate projections. School boards across the province of Ontario, are mandated to file balanced budgets; therefore it is important that we scrutinize various scenarios in order to ensure we are providing the best possible Catholic education and learning environments for the staff and students of the Bruce- Grey Catholic District School Board. The following guiding fiscal principles and practices were used throughout the budget process: Use the mission, vision and strategic plan of our board to guide the budget process Develop a balanced budget based on the needs of our staff and students by supporting academic excellence in mentally healthy environments deeply rooted in Catholic values Ensure compliance with applicable legislation, Canadian Generally Accepted Accounting Principles (CGAAP) established by the Public-Sector Accounting Board (PSAB) of the Chartered Professional Accountants (CPA) of Canada as well as internal Board policies and procedures Maintain financial stability to support current and long-term needs of our staff and students Be transparent and maintain accountability throughout the budget process Maintain strong budgetary and internal audit controls Page 11

15 Budget Planning & Process Page 12

16 Planning Assumptions There are several external and internal requirements which are used to guide the budget process. Both are equally important and must be considered prior to presenting a balanced and compliant budget. External requirements include: Compliance with the Education Act and Public Sector Accounting Board standards Submission of a balanced budget, on time Achievement and maintenance of class size ratios Administration and governance revenue cannot be overspent Targeted funds received must be used for the intended initiatives Separation of operating and capital funds Special Education funding must be spent in this area or placed into a reserve for future use Reserves to a maximum amount of 1.0% of operating revenue can be used. Amounts beyond this must receive Ministry approval Internal requirements include: A conservative enrolment projection must be used Compliance with Board Policy BP 5-2 Finance & Budget Control, contracts and collective agreements Revenues will only be included if they can reasonably be confirmed Staff and student safety must not be compromised A needs-based budget will be prepared based on GSN allocations and modified for specific priorities Reserves will not be used to balance the budget The presented budget must be realistic, balanced and compliant Challenges and Risks Page 13

17 Challenges and Risks Budget planning contains inherent risk however every effort is made to mitigate risk within the framework of an achievable and realistic budget. The following are challenges and risks associated with our budget: Funding and Forecasting: Adjusting cost structures to align with changes in Ministry initiatives Enrolment and capacity concerns (capacity pressures in the northern part of the BGCDSB jurisdiction and excess capacity in the southern part of the BGCDSB jurisdiction) Fluctuations in utility costs Balancing competing priorities against available funding Program: Managing unanticipated complex needs of students who require additional support Renewed Math Strategy Renewal of classroom technology Staff: Controlling costs Unexpected supply teacher usage Employee Health Life Trust (EHLT) Changes to the labour framework Infrastructure: Aging infrastructure Restrictions placed on capital funding Capital priority planning Page 14

18 Budget Consultation The Board of Trustees and Senior Administration feel very strongly about consulting with stakeholders on important decisions and processes. This year the board utilized the expertise of a Board Budget Committee, the Internal Audit Committee and the Board of Trustees to review and question various aspects of the budget and budget process. The Budget Committee has the responsibility for: Guiding the budget process and ensuring the budget is prepared in a manner that addresses the needs of the system Ensuring adequate input from various stakeholders and that budget concerns are addressed to the greatest extent possible Reviewing the draft budgets presented by staff Providing comment on the proposals presented The Audit Committee has the responsibility for: Reviewing the draft budgets presented by staff Providing comment on the proposals presented Making a recommendation to approve the budget to the Board of Trustees The Board of Trustees has the responsibility for: Establishing goals and objectives for the short-term and the long-term Making decisions related to pupil accommodation and safety Balancing the desire to provide the best possible education for its students with the resources available to it Ensuring students have access to the best possible learning environments Providing approval of the final budget as outlined in the Education Act This year an online survey was made available for all stakeholders. The following questions were asked: 1) What are some initiatives or things that you appreciate most about the schools within our Board that you would like the budget to continue to support? 2) What are some initiatives or areas that you believe could be improved upon and reflected in the budget? 3) What are some cost savings or reduction initiatives that could be implemented across the board? Results of the survey are included in Appendix A. Page 15

19 Budget Details

20 Enrolment Enrolment is a key component in the calculations for Ministry grants. A large portion of the Board s funding allocation is based on average daily Enrolment (ADE). Enrolment for both elementary and secondary are based on the Full Time Equivalent (FTE) enrolment for October 31 and March 31 of each fiscal year. The average of these two count dates provides the average daily enrolment used for funding purposes. For the Average Daily Enrolment is expected to be students. This represents a 2.1% increase over the revised estimates Actual Actual Actual Revised Budget Budget # % Average Daily Enrolment Elementary Enrolment Junior Kindergarten % Senior Kindergarten (35.0) -11.6% Grades % Grades 4-8 1, , , , , % Other Pupils of the Board % Total Elementary Enrolment 2, , , , , % Secondary Enrolment Grades , , , , , % Other Pupils of the Board (6.0) -16.2% Total Secondary Enrolment 1, , , , , % Total Enrolment 3, , , , , % Page 16

21 Facility Utilization Facility utilization compares the enrolment against the total On-the-Ground (OTG) capacity of the schools. Overall, the utilization is net 33.1 empty student spaces across the board. This represents a total utilization rate of 99.2%. OTG ADE # % Elementary Capacity 2, , % Secondary Capacity 1, ,494.9 (90.9) 106.5% Total 4, , % Page 17

22 Revenues The Board s main source of revenue comes from the Ministry of Education through the Grants for Student Needs (GSN). Through property tax collection, local municipalities also provide a revenue source to the Board, which is topped up by the Province. Other revenue sources include rental revenue, tuition fees, investment income and other grants. Funding Source Actual Revised Estimates Budget $ % Provincial Legislative Grants $ 40,173,337 $ 43,366,435 $47,064,362 $ 3,697, % Provincial Grants - Other $ 1,439,751 $ 1,318,175 $ 702,941 -$ 615, % Local Taxation $ 6,947,035 $ 7,091,563 $ 7,020,175 -$ 71, % School Generated Funds Revenues $ 1,772,055 $ 1,658,900 $ 1,757,000 $ 98, % Federal Grants and Fees $ 707,926 $ 659,713 $ 651,667 -$ 8, % Investment Income $ 50,960 $ 52,361 $ 52,361 $ - 0.0% Fees and Revenues from Other Sources $ 480,398 $ 552,480 $ 189,345 -$ 363, % Amortization of Deferred Capital Contribution $ 2,721,869 $ 2,340,897 $ 3,075,810 $ 734, % Capital $ 5,122,026 $ 4,149,719 $ 2,993,128 -$ 1,156, % Total Revenue $ 59,415,357 $ 61,190,243 $ 63,506,789 $ 2,316, % The following highlight the year over year changes: Provincial Legislative Grants (GSN) 8.5% increase over the Revised Estimates is partially a result of an increase in enrolment of 90.1 ADE. There is also an increase in the salary benchmarks of 1.5% as a result of the implementation of negotiated agreements. There are additional funding sources provided to keep up with costs (2% benchmark increase for transportation; 2% increase for non-staff school operations; 3% increase in funding for community use of schools to help school boards manage the heating, lighting and cleaning). Page 18

23 Revenues Provincial Grants Other (also referred to as Education Program Other (EPO) grants) A 46.7% decrease over the Revised Estimates is due to the fact that these funding sources are, for the most part, non-recurring and are provided for specific initiatives. At the release of this budget only those initiatives which have been confirmed have been included. Amortization of Deferred Capital Contributions $2,993,127 in capital acquisitions are anticipated throughout the fiscal year. It is expected that several large projects will be completed in August of 2017, therefore full-year amortization is expected in Total amortization for is estimated at $3,075,810. Summary of Revenue by Funding Source The total revenue has been estimated at $63,506,789 and is comprised of $47,064,362 in Grants for Student needs (GSN); $702,941 in other provincial grants; $7,020,175 from local taxation; $1,757,000 from School Generated Funds (SGF); $3,075,810 for the amortization of deferred capital contribution; $2,993,128 for capital acquisitions and $893,373 from other revenue. Total Revenue $63,506,789 Page 19

24 Summary of Revenue Allocations Total allocations (capital and operating) are up 3.8% or $2.3M over the revised estimates. This change is reflective of the GSN announcements made on April 12, 2017 as detailed in the GSN highlights above Actual Revised Estimates Budget $ % Grant Revenue Pupil Foundation Allocation $ 21,070,997 $ 22,668,883 $ 23,609,987 $ 941, % School Foundation Allocation $ 3,256,671 $ 3,406,020 $ 3,471,209 $ 65, % Special Education Allocation $ 6,127,373 $ 6,650,982 $ 7,142,586 $ 491, % Language Allocation $ 646,128 $ 715,807 $ 754,466 $ 38, % Supported School Allocation $ 85,044 $ 36,676 $ - -$ 36, % Remote and Rural Allocation $ 1,250,445 $ 1,277,411 $ 1,265,797 -$ 11, % Rural and Small Community Allocation $ 46,703 $ 24,881 $ - -$ 24, % Learning Opportunities Allocation $ 943,774 $ 1,112,521 $ 1,680,495 $ 567, % Continuing Education Allocation and Other Program $ 83,266 $ 66,956 $ 32,779 -$ 34, % Cost Adjustment and Teacher Qualification Allocation $ 3,478,644 $ 3,472,369 $ 4,481,088 $ 1,008, % New Teacher Induction Program Allocation $ 78,819 $ 100,005 $ 88,753 -$ 11, % ECE Q&E Allocation $ 219,195 $ 294,574 $ 333,968 $ 39, % Restraint Savings Allocation -$ 25,157 -$ 25,157 -$ 25,157 $ - 0.0% Transportation Allocation $ 3,863,678 $ 4,142,955 $ 4,302,773 $ 159, % Administration and Governance Allocation $ 2,230,327 $ 2,528,596 $ 2,651,123 $ 122, % School Operations Allocation $ 4,082,478 $ 4,353,470 $ 4,511,431 $ 157, % Community Use of Schools Allocation $ 55,147 $ 57,869 $ 62,308 $ 4, % Declining Enrolment Adjustment $ - $ - $ - $ - 0.0% Indigenous Education Allocation $ 194,956 $ 587,224 $ 408,284 -$ 178, % Safe and Accepting Schools Allocation $ 89,117 $ 96,565 $ 99,995 $ 3, % Capital Grants - Temporary Accommodation $ - $ 54,000 $ 90,000 $ 36, % Less: Minor Tangible Capital Asset Allowance -$ 1,194,440 -$ 1,288,140 -$ 1,370,722 -$ 82, % Regular Operating Grants $ 46,583,165 $ 50,334,467 $ 53,591,163 $ 3,256, % Grants for Capital Purposes Capital Grants - Non Land $ 1,532,813 $ 1,524,930 $ 676,810 -$ 848, % School Renewal Allocation $ 888,855 $ 926,592 $ 950,488 $ 23, % Minor Tangible Capital Asset Allowance $ 1,194,440 $ 1,288,140 $ 1,370,722 $ 82, % Short Term Interest on Capital $ 471 $ - $ - $ - 0.0% Capital Debt Support Payments - Interest Portion $ 367,973 $ 356,411 $ 344,278 -$ 12, % Deferred Capital $ 1,552,854 $ - $ - $ - 0.0% Amortization of DCC $ 2,865,549 $ 2,340,897 $ 3,075,810 $ 734, % Total Capital Allocation $ 8,402,955 $ 6,436,970 $ 6,418,108 -$ 18, % Non-GSN Grant Revenue Education Program Other (EPO) $ 1,415,931 $ 1,318,175 $ 573,941 -$ 744, % Grants from Other Ministries $ - $ - $ 129,000 $ 129, % Other Third Party Initiatives & Deferred Revenue $ 331,339 $ 596,375 $ 201,617 -$ 394, % Total Capital Allocation $ 1,747,270 $ 1,914,550 $ 904,558 -$ 1,009, % Non-Grant Revenue Tuition Fees $ 707,926 $ 659,713 $ 651,667 -$ 8, % Interest $ 50,960 $ 52,361 $ 52,361 $ - 0.0% Continuing Education $ 87,578 $ 80,000 $ 80,000 $ - 0.0% Rentals $ 63,448 $ 53,282 $ 51,932 -$ 1, % School Generated Funds $ 1,772,055 $ 1,658,900 $ 1,757,000 $ 98, % Total Capital Allocation $ 2,681,967 $ 2,504,256 $ 2,592,960 $ 88, % Total Revenue and Grants $ 59,415,357 $ 61,190,243 $ 63,506,789 $ 2,316, % Page 20

25 Education Program Other (EPO) Other funding sources such as Education Program Other (EPO); grants from other ministries and other third-party initiatives are allocated to support key priorities as identified in the Ministry of Education s Achieving Excellence: A Renewed Vision for Education in Ontario. For the following grants have been included: Grant Description Program Code Deferred Revenue In-Year Revenue Total Grant Education Program Other (EPO) Enrolment Reporting Initiative $ 19,000 $ 19,000 Autism Supports and Training $ 7,023 $ 7,023 Specialist High Skills Major $ 45,000 $ 45,000 Safe, Inclusive and Accepting Schools $ 23,316 $ 23,316 Outreach Coordinator Funding $ 46,400 $ 46,400 Joint Protocol for Student Achievement $ 50,000 $ 50,000 Renewed Math Strategy $ 312,243 $ 312,243 Ontario Autism Program $ 70,959 $ 70,959 Total EPO $ 114,000 $ 459,941 $ 573,941 Grants from Other Ministries FSL - Regional (Banker Board) $ 39,000 $ 39,000 Crown Ward (Banker Board) $ 90,000 $ 90,000 Total Grants from Other Ministries $ 129,000 $ - $ 129,000 Other Third Party Initiatives Principal Association $ 17,000 $ 17,000 We Care Project $ 10,413 $ 10,413 CODE: Summer Learning $ 30,000 $ 30,000 Total Other Third Party Initiatives $ 57,413 $ - $ 57,413 Total Other Grants $ 300,413 $ 459,941 $ 760,354 Page 21

26 Expenditures Extensive consultation and analysis has gone into developing the summary of expenditures. For each program code a spending plan has been established to address the specific needs of students and staff across the Board. Included in the amounts below are contractual obligations such as collective agreements and service contracts; legislative requirements; Ministry strategic priorities; board strategic planning priorities; program specific priorities and identified needs across the system. A further breakdown of major initiatives can be seen throughout this report. Expenditures Actual Revised Estimates Budget $ % Instructional Expenses $ 38,968,745 $ 42,095,272 $ 44,580,471 $ 2,485, % Administration Expenses $ 2,593,170 $ 2,851,486 $ 3,046,738 $ 195, % Transportation Expenses $ 3,818,379 $ 4,142,955 $ 4,308,916 $ 165, % Pupil Accomodation Expenses $ 6,078,295 $ 6,541,141 $ 6,820,536 $ 279, % School Generated Funds Expenses $ 1,805,252 $ 1,658,900 $ 1,757,000 $ 98, % Capital $ 5,122,026 $ 4,149,719 $ 2,993,128 -$ 1,156, % Total Expenses $ 58,385,867 $ 61,439,473 $ 63,506,789 $ 2,067, % Page 22

27 Expenditures Breakdown of Expenditures 70.2% of total expenditures are a result of labour related expenditures for staff (salaries and benefits) across the Board. Supplies and services account for 9.5% and similarly, fees and contract services account for 9.0% of total expenditures. Instructional expenditures that is expenditures that are directly related to the classroom account for 70.2% of total expenditures. Only 4.8% of total expenditures account for administrative related expenditures. Page 23

28 Operating Expenditure Summary The following report (referred to as Schedule 10) summarizes total operating expenditures for the Estimates. Salaries and Wages Employee Benefits Staff Development Supplies and Services Interest Charges on Capital Rental Expense INSTRUCTION Classroom Teachers $25,118,062 $2,899,658 $ - $ 122,387 $ - $ - 52 Supply Staff $ 877,087 $ 75,685 $ - $ - $ - $ Teacher Assistants $ 2,561,960 $ 894,714 $ - $ - $ - $ Early Childhood Educator $ 996,437 $ 314,705 $ - $ - $ - $ - 55 Textbooks and Supplies $ - $ - $ - $1,199,587 $ - $ - 54 Computers $ - $ - $ - $ 312,292 $ - $ - 56 Professionals Paraprofessionals and Technicians $ 756,978 $ 164,729 $ - $ 157,974 $ - $ - 57 Library and Guidance $ 841,036 $ 203,616 $ - $ 1,150 $ - $ - 58 Staff Develop. $ - $ - $ 236,853 $ - $ - $ - 67 Department Heads $ 83,920 $ - $ - $ - $ - $ - 61 Principals and VPs $ 2,118,854 $ 203,146 $ 52,481 $ 22,695 $ - $ - 62 School Office $ 714,150 $ 247,140 $ 850 $ 122,540 $ - $ - 59 Coordinators and Consultants $ 765,451 $ 80,406 $ - $ 33,291 $ - $ - 63 Continuing Education $ - $ - $ - $ - $ - $ - 72 Instruction - Amortization and Write Downs $ - $ - $ - $ - $ - $ Instruction - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - $ - Total Instruction Expenses $34,833,935 $5,083,799 $290,184 $1,971,916 $ - $ - ADMINISTRATION 64 Trustees $ 60,652 $ 2,277 $ 20,000 $ 93,217 $ - $ - 65 Directors and Supervisory Officers $ 847,439 $ 123,145 $ 25,500 $ 42,250 $ - $ - 66 Board Administration $ 859,421 $ 221,901 $ 8,613 $ 180,447 $ - $ - 73 Admin - Amortization and Write Downs $ - $ - $ - $ - $ - $ Admin - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - $ - Total Administration Expenses $ 1,767,512 $ 347,323 $ 54,113 $ 315,914 $ - $ - TRANSPORTATION 68 Pupil Transportation $ 66,815 $ 16,430 $ - $ 4,000 $ - $ - 69 Transportation - Provincial Schools $ - $ - $ - $ - $ - $ - 74 Transportation - Amortization and Write Downs $ - $ - $ - $ - $ - $ Transportation - Loss on Disposal $ - $ - $ - $ - $ - $ - of TCA and Assets Held for Sale Total Transportation Expenses $ 66,815 $ 16,430 $ - $ 4,000 $ - $ - PUPIL ACCOMMODATION 70 School Operations and Maintenance $ 1,884,431 $ 563,356 $ 11,905 $1,987,518 $ - $ 144, School Renewal Expense $ - $ - $ - $ - $ - $ - 77 Other Pupil Accommodation $ - $ - $ - $ - $ 344,278 $ - 75 Pupil Accommodation - Amortization and Write Downs $ - $ - $ - $ - $ - $ Pupil Accommodation - Loss on disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - $ - Total Pupil Accommodation $ 1,884,431 $ 563,356 $ 11,905 $1,987,518 $ 344,278 $ 144,000 Expenses OTHER 79 School Generated Funds Expenses $ - $ - $ - $1,757,000 $ - $ - 78 Other Non-Operating Expenses $ - $ - $ - $ - $ - $ - 76 Other - Amortization and Write Downs $ - $ - $ - $ - $ - $ Other - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - $ - 80 Provision for Contingencies $ - $ - $ - $ - $ - $ - Other Expenses Category Total $ - $ - $ - $1,757,000 $ - $ - 90 Total Expenses Category $38,552,693 $6,010,908 $356,202 $6,036,348 $ 344,278 $ 144,000 Page 24

29 Operating Expenditure Summary Fees and Contract Services Other Expenses Transfer to Other Boards Amortization and Write Downs and Net Loss on Disposal Total Expenses INSTRUCTION Classroom Teachers $ - $ - $ - $ - $28,140, Supply Staff $ - $ - $ - $ - $ 952, Teacher Assistants $ - $ - $ - $ - $ 3,456, Early Childhood Educator $ - $ - $ - $ - $ 1,311, Textbooks and Supplies $ 156,386 $ - $ - $ - $ 1,355, Computers $ - $ - $ - $ - $ 312, Professionals Paraprofessionals and Technicians $ 1,095,900 $ - $ - $ - $ 2,175, Library and Guidance $ - $ - $ - $ - $ 1,045, Staff Develop. $ - $ - $ - $ - $ 236, Department Heads $ - $ - $ - $ - $ 83, Principals and VPs $ - $ - $ - $ - $ 2,397, School Office $ - $ - $ - $ - $ 1,084, Coordinators and Consultants $ - $ - $ - $ - $ 879, Continuing Education $ 55,000 $ - $ - $ - $ 55, Instruction - Amortization and Write Downs $ - $ - $ - $ 1,093,351 $ 1,093, Instruction - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - Total Instruction Expenses $ 1,307,286 $ - $ - $ 1,093,351 $44,580,471 ADMINISTRATION 64 Trustees $ - $ - $ - $ - $ 176, Directors and Supervisory Officers $ - $ - $ - $ - $ 1,038, Board Administration $ 255,730 $5,500 $ - $ - $ 1,531, Admin - Amortization and Write Downs $ - $ - $ - $ 300,646 $ 300, Admin - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - Total Administration Expenses $ 255,730 $5,500 $ - $ 300,646 $ 3,046,738 TRANSPORTATION 68 Pupil Transportation $ 4,101,258 $ - $114,269 $ - $ 4,302, Transportation - Provincial Schools $ - $ - $ - $ - $ - 74 Transportation - Amortization and Write Downs $ - $ - $ - $ 6,144 $ 6, Transportation - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - Total Transportation Expenses $ 4,101,258 $ - $114,269 $ 6,144 $ 4,308,916 PUPIL ACCOMMODATION 70 School Operations and Maintenance $ 42,770 $ - $ - $ - $ 4,633, School Renewal Expense $ - $ - $ - $ - $ - 77 Other Pupil Accommodation $ - $ - $ - $ - $ 344, Pupil Accommodation - Amortization and Write Downs $ - $ - $ - $ 1,842,278 $ 1,842, Pupil Accommodation - Loss on disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - Total Pupil Accommodation $ 42,770 $ - $ - $ 1,842,278 $ 6,820,536 Expenses OTHER 79 School Generated Funds Expenses $ - $ - $ - $ - $ 1,757, Other Non-Operating Expenses $ - $ - $ - $ - $ - 76 Other - Amortization and Write Downs $ - $ - $ - $ - $ Other - Loss on Disposal of TCA and Assets Held for Sale $ - $ - $ - $ - $ - 80 Provision for Contingencies $ - $ - $ - $ - $ - Other Expenses Category Total $ - $ - $ - $ - $ 1,757, Total Expenses Category $ 5,707,044 $5,500 $114,269 $ 3,242,419 $60,513,661 Page 25

30 Capital Expenditure Summary Capital expenditures budgeted for total $2,993,127. The following summaries show the capital asset expenditures identified by funding source as well as by location. Further details of the capital plan line items can be found in Appendix B. The most significant contributors include: board wide information technology initiatives (provincial broadband initiative, wireless upgrades, unit replacements); projects aimed at risk management (board wide swipe FOB system; disaster recovery initiatives; continuation of phase 2 of NAV upgrade); as well as continuation with our multi-year roofing plans at St. Basil s Catholic School (Owen Sound) and St. Joseph s Catholic School (Port Elgin). Page 26

31 Accumulated Surplus Summary Accumulated surplus relates to surplus funds that were set aside for a specific purpose in a prior year. Revenues less expenses generate an in year surplus or deficit. The accumulated surplus can be set aside or internally appropriated by the Board for specific purposes. In 2010, the Ministry changed the term reserve to accumulated surplus. Any use of unappropriated accumulated surplus must be approved by the Board of Trustees and in some instances the Ministry prior to use. The estimate has been presented with an in-year surplus of $166,607 which will be transferred to off-set the boards in-year amortization of unsupported committed capital projects from previous years. Accumulated Surplus (Deficit) - Balance at September 1 Accumulated Surplus (Deficit) - In-Year Increase (Decrease) Accumulated Surplus (Deficit) - Balance at August 31 Available for Compliance - Unappropriated Operating Accumulated Surplus $ 3,190,369 $ 166,607 $ 3,356,976 Available for Compliance - Unappropriated $ 3,190,369 $ 166,607 $ 3,356,976 Available for Compliance - Internally Appropriated WSIB $ 527,621 $ - $ 527,621 Equipment and Other Activities $ 989,486 $ - $ 989,486 Demutulaization $ 155,953 $ - $ 155,953 Staff Development $ 117,202 $ - $ 117,202 Plan Renewal $ 128,932 $ - $ 128,932 School Activities $ 926,576 $ - $ 926,576 Committed Capital Projects $ 919,473 -$ 166,607 $ 752,866 Available for Compliance - Internally Appropriated $ 3,765,243 -$ 166,607 $ 3,598,636 Total Accumulated Surplus (Deficit) $ 6,955,612 $ - $ 6,955,612 Available for Compliance Unavailable for Compliance School Generated Funds $ 622,671 $ - $ 622,671 Tangible Capital Assets - Land $ 1,737,652 $ 1,737,652 Total Accumulated Surplus (Deficit) $ 2,360,323 $ - $ 2,360,323 Unavailable for Compliance Total Accumulated Surplus (Deficit) $ 9,315,935 $ - $ 9,315,935 Page 27

32 Staffing Salaries and benefits (staffing) is the largest expenditure of the Board and represents 73.6% of total operating expenditures. Overall the budget will see a 4.7% increase in total number of Full-Time equivalent (FTE) positions over the revised estimates Actual Revised Estimates Budget # % Position Elementary Teachers % Secondary Teachers % Educational Assistants % Early Childhood Educators % Social Workers % Speech and Language Services % Psychological Services % Other Para-Professional % Library Technicians % Guidance Teachers % Computer Technicians % Coordinators / Consultants % Principal / VP % School Clerical % Director/Supervisory Officer % Trustees % Board Administration % Plant and Operations % Total Staffing (FTE) % Page 28

33 Budget Summaries

34 Compliance Report Compliance Report Submission Version: Board Working Version School Board Name: Bruce-Grey Catholic DSB School Year: Cycle: Estimates Administration and Governance Gross Expenses excluding internal audit 2,746,092 Other incomes 43,017 Net Expenses excluding internal audit 2,703,075 Funding allocation excluding internal audit 2,703,075 Overspending on Administration and Governance 0 Compliant /Non-compliant COMPLIANT / CONFORME Is the board in a Multi-Year recovery Plan? (If board is in multi-year recovery plan then compliance report below does not apply.) Balanced Budget Determination 1.1 In-year revenues (Sch 9, line Sch 9, line 4.4) 58,756, In Year Revenues for Land (Schedule 5.6, item item item item item Sch 5.5 Land Projects col col. 6.1) In-year expenses for compliance purposes (From Sch 10ADJ Page 2, line 90, Col 20) 58,756, In-year surplus/(deficit) for compliance purposes 0...Item item Item If item 1.3 is positive, board is in compliance. Otherwise, see calculation below. COMPLIANT / CONFROME Compliance Calculation Prior to Ministry Approval Amount (Education Act, 231. (1)) 1.5 Operating Allocation to be used in Compliance Calculation (From section 1A, item 1.92) 54,828, % of item , Prior Year Accumulated Surplus Available for Compliance (From schedule 5, item 3, Col 1) 6,955, Lesser of item 1.6 and item , If the amount of deficit on at item 1.3 is less than item 1.8, then the board is in compliance. If the board is not in compliance, see the calculation below. COMPLIANT / CONFROME Compliance Calculation After Ministry Approval Amount (Education Act, 231. (3)) 1.10 Amount of Ministerial approval received allowing in-year deficit to exceed item Amount of allowable in-year deficit: Sum of item 1.8 and item , If the amount of deficit at item 1.3 is less than item 1.11, then the board is in compliance COMPLIANT / CONFORME Page 29

35 Learning Services Elementary School Based Expenditures: Salaries and Wages Employee Benefits Staff Development Supplies and Services Fees and Contract Services Total Expenses Elementary School Based Expenses Classroom Teachers $16,181,738 $ 1,851,987 $ - $ 71,936 $ - $18,105, Supply Staff $ 657,917 $ 54,557 $ - $ - $ - $ 712, Teacher Assistants $ 2,181,142 $ 760,476 $ - $ - $ - $ 2,941, Early Childhood Educator $ 996,437 $ 314,705 $ - $ - $ - $ 1,311, Textbooks and Supplies $ - $ - $ - $ 548,400 $ 99,006 $ 647, Computers $ - $ - $ - $ 204,239 $ - $ 204, Professionals Paraprofessionals and Technicians $ 455,425 $ 96,811 $ - $ 103,315 $703,312 $ 1,358, Library and Guidance $ 774,087 $ 178,767 $ - $ 752 $ - $ 953, Staff Develop. $ - $ - $ 154,902 $ - $ - $ 154, Department Heads $ 418 $ - $ - $ - $ - $ Principals and VPs $ 1,448,714 $ 132,315 $ 34,323 $ 14,025 $ - $ 1,629, School Office $ 497,939 $ 169,092 $ 556 $ 73,085 $ - $ 740, Total Instruction Expenses $23,193,817 $ 3,558,710 $ 189,781 $1,015,752 $802,318 $28,760,378 Secondary School Based Expenditures: Salaries and Wages Employee Benefits Staff Development Supplies and Services Fees and Contract Services Total Expenses Secondary School Based Expenses Classroom Teachers $ 8,936,324 $ 1,047,671 $ - $ 50,451 $ - $10,034, Supply Staff $ 219,170 $ 21,128 $ - $ - $ - $ 240, Teacher Assistants $ 380,818 $ 134,238 $ - $ - $ - $ 515, Early Childhood Educator $ - $ - $ - $ - $ - $ - 55 Textbooks and Supplies $ - $ - $ - $ 651,187 $ 57,380 $ 708, Computers $ - $ - $ - $ 108,053 $ - $ 108, Professionals Paraprofessionals and Technicians $ 301,553 $ 67,918 $ - $ 54,659 $ 392,588 $ 816, Library and Guidance $ 66,949 $ 24,849 $ - $ 398 $ - $ 92, Staff Develop. $ - $ - $ 81,951 $ - $ - $ 81, Department Heads $ 83,502 $ - $ - $ - $ - $ 83, Principals and VPs $ 670,140 $ 70,831 $ 18,158 $ 8,670 $ - $ 767, School Office $ 216,211 $ 78,048 $ 294 $ 49,455 $ - $ 344, Total Instruction Expenses $ 10,874,667 $ 1,444,683 $ 100,403 $ 922,873 $ 449,968 $13,792,594 Page 30

36 Goal: Students will demonstrate global competencies (21 st century learning) supported by literacy and numeracy skills Strategic Initiatives: Educators will focus on the third teacher by providing and engaging environment that promotes learning to learn (metacognition), self-directed learning, collaboration, communication, critical thinking, problem solving, global thinker, innovation, creativity and entrepreneurship 360 classroom learning environments All professional learning for staff and students mirror global competencies System wide professional development days Elementary annual math PD focus on one content area. In the focus will be on going deeper with proportional reasoning. Adolescent Literacy FOS groups (gr. 7-10) will build capacity in their understanding of adolescent literacy and the connections to the curriculum, OSSLT Continue to run Summer Learning programs Secondary math teams will be participating in professional learning networks Transition sessions between grades 7-10 within a secondary family Increased use of Math Homework Help Expansion of reading recovery intervention to provide support in French for French Immersion schools Special Education teams working towards students independence through Road to Independence Provide relevant technology both as a curriculum and support to learning Alignment of core French and core English with classroom project based learning CERF implementation enriched school environment support for educational staff and research A French team to re-vamp current assessment tools to match new curriculum and more CERF-inspired Expansion of reading recovery intervention to provide support in French for French Immersion schools Special Education teams working towards students independence through Road to Independence Provide relevant technology both as a curriculum and support to learning Page 31

37 Goal: Educators, through collaborative learning cycles, will ensure student well-being, engagement and achievement in a healthy environment Strategic Initiatives: Exploration of Outdoor classrooms and learning spaces to enhance natural play spaces and increase outdoor active play-based learning for every student Provide opportunities for at-risk students to obtain an Ontario Secondary School Diploma (OSSD) Grade 9 12 students will engage in presentations of learning Educators will focus on learning vs. teaching with focus on small group instruction What does the learner need at this time? Goal: Frame curriculum through multi-disciplinary project-based learning, students as lead learners having ownership of and for their own learning. Strategic Initiative: Partnership with FDS (Future Design School) and implementation of design thinking integrated in project-based learning K-12 Project-based learning engage in purposeful learning with presentations of learning Page 32

38 Board Administration & Governance This grant provides funding for board administration and governance costs, including those related to board-based staff and board offices and facilities. The board administration model provides funding for board-level leadership, staff and related supplies and services. The model recognizes ten core functions that all boards, regardless of size, must perform. At the same time, it recognizes that enrolment is an important driver of higher administrative expenses. This new model replaces a way of allocating funding that relied more heavily on the size of boards enrolment. The other allocations of this grant include funding, where applicable, for trustee compensation, parent engagement, consolidation accounting, supports to improve school boards information management, and the transformation of learning and teaching in the physical and virtual environment. The total annual School Board Administration & Governance expenditures are shown below: Salaries and Wages Employee Benefits Staff Development Supplies and Services Fees and Contract Services Other Expenses Total Expenses Board Administration Supplementary Expenses Directors Office $ 110,583 $ 30,189 $ - $ - $ - $ 140,772 7 Finance $ 234,890 $ 65,779 $ 8,125 $ 308, Finance - Capital Planning Capacity-related $ 36,420 $ 10,161 $ - $ - $ 46,581 8 Procurement $ 61,000 $ 61,000 9 Human Resource $ 110,974 $ 30,232 $ 1,000 $ 25,450 $ 500 $ 168,156 Administration 10 Payroll Administration $ 131,353 $ 32,497 $ 2,000 $ 27,815 $ 193, Administration and Other $ 52,978 $ 14,781 $ 5,613 $ 115,057 $ 194,730 $ 5,000 $ 388, Information Technology Administration 15 Board Administration Supplementary Expenses $ 182,223 $ 38,262 $ 4,000 $ 224,485 $ 859,421 $ 221,901 $ 8,613 $ 180,447 $ 255,730 $ 5,500 $ 1,531,612 Goal: Proclaim the Good News Strategic Initiative: Increase presence in the community by building on community outreach to solicit feedback and share the good work of the board Catholic Parent Involvement Committee (CPIC) growth and influence, host regional meeting and future focus groups with input on the Strategic Plan Goal: Utilizing technology, develop strategies and tools that contribute to more effective communication Strategic Initiative: Connect with our key stakeholders (Community Partners, Parents, Staff, Students) through development of a strong social media platform Page 33

39 Board Administration & Governance Goal: Create accountability and transparency through education and knowledge building of key business practices Strategic Initiative: Establish and implement a board-wide financial accountability framework manual Goal: Establish, implement and monitor a strong enterprise risk management (ERM) strategy throughout the organization. Strategic Initiative: Establish a multi-year strategic Privacy and Information Management (PIM) strategy Establish and update information and technology services policies and procedures to support ERM Policy and procedural review with focus on liability and risk management, in the area of safety, crisis management and liability. Page 34

40 Student Transportation The Student Transportation Service Consortium of Grey-Bruce (STSCGB) is a partnership between the Bruce-Grey Catholic District School Board and the Bluewater District School Board, that provides transportation services to all schools within the Grey and Bruce County. To ensure cost targets are met and savings are achieved, the STSCGB works to continually assess routes for efficiencies. The transportation contracts are valid until The revenues generated through the Grants for Student Needs are to fund the cost of transporting students from home to school including students with special needs. Salaries and Wages Employee Benefits Supplies and Services Fees and Contract Services Transfer to Other Boards Amortization and Write Downs and Net Loss on Disposal Total Expenses TRANSPORTATION 68 Salaries and Benefits $66,815 $ 16,430 $ - $ 83,245 Supplies and Services $ 4,000 $ 4,000 Bus Operator Contracts $3,788,232 $3,788,232 Late Bussing $ 60,343 $ 60,343 Coop Bussing $ 148,583 $ 148,583 Other Transporation Initiatives $ 104,100 $ 104,100 Consortium Costs $114,269 $ 114, Amortization and Write Downs $ - $ - $ - $ - $ - $ 6,144 $ 6,144 Total Transportation Costs $ 66,815 $ 16,430 $ 4,000 $ 4,101,258 $ 114,269 $ 6,144 $ 4,308,916 Page 35

41 Facility Services Facility Services is responsible for the maintenance, operations and physical cleanliness of board-owned facilities. Facilities services funding covers custodial operations, maintenance operations, utilities (Electricity, Heating, Water)as well as general facilities administration. Expenses Custodial Operations Detail Total Elementary Total Secondary Total Day School Wages $ 945,018 $ 706,242 $1,651,260 Benefits $ 282,475 $ 226,145 $ 508,620 Supplies $ 110,040 $ 46,960 $ 157,000 Services $ 163,281 $ 50,459 $ 213,740 Maintenance Operations Services $ 319,510 $ 129,365 $ 448,875 Utilities School Operations and Maintenance Administration Electricity $ 451,235 $ 331,865 $ 783,100 Heating - Gas $ 151,564 $ 79,436 $ 231,000 Water and Sewerage $ 72,366 $ 15,236 $ 87,602 Wages $ 144,307 $ 88,865 $ 233,172 Benefits $ 33,936 $ 20,800 $ 54,736 Supplies $ 1,956 $ 1,044 $ 3,000 Furniture and $ 17,359 $ 9,091 $ 26,450 Equipments Expenses HR and $ 7,762 $ 4,143 $ 11,905 Professional Development IT and Communication $ 17,395 $ 6,575 $ 23,970 Leases Travel Expenses $ 19,598 $ 10,653 $ 30,251 Vehicle Expenses $ 6,390 $ 3,410 $ 9,800 Insurance $ 10,106 $ 5,394 $ 15,500 Operating $ 24,000 $ 120,000 $ 144,000 Component Total Expenses $2,778,298 $1,855,683 $4,633,981 Goal: Create accountability and transparency through education and knowledge building of key business practices Strategic Initiative: Establish an entrance and exit planning strategy to support staff and secure assets of the board Establish a strategy of environmental stewardship Page 36

42 Indigenous Education The Indigenous Education Grant (formerly First Nation, Metis, and Inuit Education Supplement) supports programs designed for indigenous learning. This learning is outlined in the Ontario First Nation, Métis, and Inuit Education Policy Framework (2007) which focuses on improving student achievement and well-being among Indigenous students; closing the achievement gap between Indigenous students and all students; and ensuring that all students in Ontario have a knowledge and appreciation of Indigenous cultures, histories, traditions, and perspectives. The ministry and boards continue to advance the goals of the framework and of the framework implementation plan through meaningful collaboration with Indigenous students, parents, communities, and organizations, and with Indigenous partners and key education stakeholders. School boards carry out the framework implementation plan through their own planning and through the implementation of targeted strategies and actions identified in their board action plan on Indigenous education. The Ontario curriculum includes learning across all disciplines that school boards can build on to engage Indigenous students and strengthen their pride in the rich heritage of Indigenous peoples and their contributions to Canadian society. These learning opportunities are designed to foster a strengthened sense of cultural identity among Indigenous students. The Ontario curriculum also provides opportunities for all students to learn about Indigenous cultures, histories, and perspectives, and to study Native languages. Salaries and Wages Employee Benefit s Supplies and Services Tot al Indigenous Education Native Salaries Studies & Learning Benefits $ 325,902 $ 44,131 $ 370, Materials $ 2,000 $ 2, Instructional Supplies $ 8,000 $ 8, Data Collection $ 1,000 $ 1, Travel $ 14,252 $ 14, Field Trips $ 5,000 $ 5, School Iniatives and Services $ 5,000 $ 5, Student Voice $ 2,500 $ 2, Community Partner $ 500 $ 500 Total $ 325,902 $ 44,131 $ 38,252 $408,285 Page 37

43 Catholicity Each year the Catholic Community of Ontario celebrates the unique identity and distinctive contributions of Catholic education to our communities, the province and Canada. Our theme for 2017 is Walking Forward Together. This year we reflect on a quote from Micah, DO JUSTICE, LOVE KINDNESS AND WALK HUMBLY WITH YOUR GOD, which acknowledges the important role of justice and solidarity with our Indigenous peoples, our environment, the poor and marginalized, and all those who work to protect our common global future. During Catholic Education week, our Catholic schools will engage in activities to celebrate the ongoing gift of publicly-funded Catholic education. You are invited to discover what celebrations are happening in your children s school and if possible, join in. Publicly-funded Catholic education has existed in Ontario since 1841 and its graduates have served Ontario and Canada very well. The current generation of students in our publiclyfunded Catholic schools will serve with the same spirit and generosity as their previous generations. The Bruce-Grey Catholic District School Board hosted its 2nd Annual Bishop s Dinner on Wednesday May 17. Walking Forward Together in Grace An evening with Bishop Miehm to support new Canadians in Bruce Grey, was held at the Hanover Columbus Centre. The program included a full course dinner catered by Harley s Pub & Perk in Mildmay, silent and live auctions with Auctioneer Dave Metcalfe, and live entertainment provided by Midnight Blue. The hall was filled with art displays showcasing the talents of many of our students. The Bruce-Grey Catholic District School Board host an annual Applause Breakfast Awards event at the Klages Mill in Chesley, each year at the start of Catholic Education Week. The ultimate success of our educational system is dependent upon students, parents, staff and our community partners. We believe that it is important to recognize those students whose presence and actions are foundational to our success...who are willing to let their light shine before others! The Applause Breakfast Awards Program honours selected students and their parents for their ongoing contributions to their respective school communities. At the breakfast, two students from each school were recognized before their parents, principals, staff members and administration, for exemplifying the Virtues and through their actions, contributing to the Catholic Culture of Deep Caring that we are so proud of in our schools. Creating, fostering, and sustaining healthy, safe, and accepting learning environments is essential to the positive cognitive, emotional, social, and physical development of learners and contributes to their well-being and learning. Actively promoting and supporting positive student behaviour, relationships, and healthy living through a whole-school approach will foster positive school climates in which all members of the school community feel safe, comfortable, and accepted. Page 38