SUMMARY MINISTRY PLAN AND BUDGET 2019

Transcription

1 SUMMARY MINISTRY PLAN AND BUDGET 2019 For the year ending August 31, 2019 Version 1.0 June 12, 2018

2 Introduction Dear : Thank you for taking the time to look over this document. It s optimistic and full of hope. And as you re about to discover, filled with God-honoring dreams. As you review and pray over the 2019 Ministry Plan and Budget, I want to influence your thoughts in the following way: SPAC s budget is a MINISTRY budget. This document is so much more than aspiration, line items and budget categories. It is the very heart of what we believe God wants us to accomplish as a church. The tithes and offerings you give advance the Kingdom of God in real and personal ways. Your gifts support the missional work of C&MA Global Partners around the globe. Your compassionate giving results in us giving a hand up to individuals and families in crisis on a weekly basis. Your contributions enable our church and school to place the Gospel-carrying presence of God s people at critical human intersections throughout the Edmonton Metro Region. Your generosity is what enables us to lay a foundation of faith for children, to introduce teenagers to the joy of living with and for Jesus, and to disciple hundreds upon hundreds of adults. That which you give isn t merely to sustain an organization, it s to proclaim the Gospel and to grow God s Kingdom. I want to encourage everyone who participates in the ministry of SPAC to live out their calling as ambassadors of Christ, including the area of finance. Please give joyfully and serve faithfully. How you serve and how you give changes lives! Doing life and ministry with you, Greg Hochhalter Lead Pastor Page 2

3 Summary Ministry Plan and Budget 2019 Version 1.0 Mission, Vision and Approach Strategy 1. Hospitable Posture a. Develop approaches, tools and measures to enhance 2. Transformational Pathways a. Create a discipleship framework that can guide across all our ministries b. Create shareable discipleship tools (i.e. School of Discipleship, Youth Videos) 3. Missional Engagement a. Complete the preparation phase for planting a new church site in the Edmonton Metropolitan Region by August 31, 2019 b. Missions i. Develop a Missions Strategy document by December 31, 2018 ii. Strategic Partnerships formalized locally, nationally and globally Other elements of our strategy include: Implementing systems to enable growth Computerized Maintenance Management System (CMMS), Learning Management System (LMS), Governance, Risk and Compliance (GRC) and Church Intelligence (CI) Shift from large phased capital projects to Evergreen with bi-annual fundraising and smaller capital projects and an emphasis on stewardship Focus. Page 3

4 Five-Year Plan Plans Kids SonBurst exists to point children toward Jesus, and to provide environments that nurture community and spiritual growth. Our primary ministry includes weekend and weekday programs for children who are in early childhood through elementary age. Throughout the year, we offer serving opportunities such as Senior Home visits, parent support through seminars and resources, community building events including Fun Nights for families and Gr 4/5/6. SonBurst fosters the value of serving by equipping, mentoring and discipling our volunteers. SonBurst Kid s Church is our weekend program for children (newborn to Grade 6). Buddy Break is a midweek program for infants, toddlers, and preschool children. Both of these programs engage children in a large group experience of worship, Bible story, and age appropriate application. Small groups are purposeful times of discipleship and community. TreeHouse is our weekday, licensed Preschool, which offers morning and afternoon classes for children ages 3-5 and provides a place for preschoolers to learn, grow, and feel loved. TreeHouse Chapel is a monthly Worship/Bible Story experience that is a highlight for the children. Page 4

5 Summary Ministry Plan and Budget 2019 Version 1.0 During the summer we welcome kids to Summer Weekends and a week-long Day Camp program with stories, crafts, and other activities. All programs are designed to help kids grow in their faith, make friends, and have lots of fun! Saddle Lake Day Camps are an important part of our summer as we partner with the Shawahnekizhek School and build supportive relationships with kids and families in Saddle Lake. Notable new initiatives for this year include: Discipleship Mantra that becomes part of our language Greater Emphasis on Mentoring Student Leaders Increased Online Communication Online Curriculum Development Worship Weekends with live bands Kids Serving at Seniors Suppers Youth and Young Adults SPAC Youth exists to lead teenagers towards a growing relationship with Jesus Christ and an increasing commitment to His mission. With the equipping, supporting, and releasing of leaders, SPAC Youth invites teenagers to participate in authentic community, introduces and invites them to follow Jesus, provides environments and opportunities to discover and use their gifts for service, and develop them into leaders of the church. Our primary program is grade based and takes place weekly from early September to early June. We also do multiple special events including hosting a Waterpark and Galaxyland event and fundraiser at West Edmonton Mall. Our Junior High programming is for grades 7 8 students (with grade 6 joining in January). It takes place on Wednesday s from 7 9 PM at SPAC. Each night includes an activity, worship, biblical teach, and small group time. Our Senior High programming is for grades 9 12 students. Taking place in seven grade based homes around Sherwood Park, our groups ae unified by our video curriculum that we write, and have Iconium Media produce. Regarding Young Adults, we plan to have a Gap Year program for students who just graduated high school. Ran by Brody and Kiara, there will be monthly gatherings where the heart of the teaching and discussion is connecting them to be active participants in the greater church body. Notable new initiatives for this year include: The Gathering Youth Conference (September 28-29): The purpose of The Gathering is to create an environment where students can connect relationally with peers, significant adults, and obviously, Jesus Christ. We anticipate 400 students, 100 leaders, and 150 volunteers. Senior High Serve: We have chosen to move Senior High youth to Tuesday, to enable our Senior High students to volunteer on a Wednesday in our Junior High program. Roles they could fill, dependent on grade and maturity include, small group leaders, program team, ministry support team, worship team, tech team. Canadian Youth Workers Convention (mid-january or early March): CYWC exists to equip youth workers, who carry heavy relational responsibilities, with the tools they need for maximum effectiveness. We have travelled to Calgary the last two years for this; however, this year we plan to host the convention at SPAC. Page 5

6 Adults Adult Ministries exists to serve our mission Make Disciples who love God and love people. Colossians 1:28-29 motivates us [Christ]is the one we proclaim, admonishing and teaching everyone with all wisdom, so that we may present everyone fully mature in Christ. To this end I strenuously contend with all the energy Christ so powerfully works in me. With this goal we divide our efforts into three main areas in order to deliver on our accountabilities: General Ministries ensures that across our department we model, encourage and facilitate leadership development; we develop and support organizational forms that promote prayer, hospitality, fellowship and growth; that all our ministries focus on equipping the saints for ministry and using their spiritual gifts; that we protect people under our care and research the needs of the life stages in our church and parish. Growth targets the discipleship of adult believers within relational environments, and across the seasons and milestones of life. Care and Support ensures our people are cared for when encountering trials and challenges, extending the compassionate healing ministry of Jesus Key Ministry Highlights DISCIPLESHIP Increase opportunities, options, and delivery methods of School of Discipleship to allow for maximum participation and transformation. (Matt 28:19-20). 1. UNITY Facilitate the development of a discipleship framework and language across all SPAC ministries focusing on alignment in bringing people to maturity in Christ (Col. 1:28). 2. MOBILIZATION Increase lay equipping, development and leadership across adult ministries to see each believer fulfilled their missional role in the church & world (Eph. 4:11-16). 3. PRAYER Build on emerging culture of prayer with a focus on training for listening and intercession (Eph. 6:18). Weekends MINISTRY SUMMARY Our main points of active ministry by Weekend Ministry are: Weekend Services Song Writing Special Services Weekend Prayer Guest Services Team Night SOWA Worship Support for other ministries Page 6

7 MINISTRY ACCOUNTABILITIES In the 2019 ministry year, our goal is to lead people to deeper discipleship with Jesus in our weekend services. Weekend Services Focus to grow our artistic expressions in services to be more broad and experimental. Stay committed to the use of life stories, preaching, teaching, worship, prayer, and celebrating the sacraments. Recruit a creative team. Worship Nights Create a regular monthly service (outside of regular services) that creates space for freedom in worship. Recruit a leadership team of 3-4 people to execute design and service elements. Focus on additional art forms of worship beyond music. Hospitality Evaluate the whole guest experience from parking lot to pulpit with focused attention on the South Atrium. Enhance the kiosks in the South Atrium. Increase furniture to allow for more lingering in the space. Missional Arts Provide Worship leadership support to other churches and support our church plant in the first 6 months. Offer short-term worship support to hurting churches in our area. Identify long term training for sustained self-growth. Equip our songwriters with a day retreat and 2-3 events Justice and Compassion 2019 Key Ministry Highlights 1. MISSONS Build a Mission Plan which will allow us to refine our missions focuses, encourage disciples from our community to serve, celebrate and commission those serving, work with existing partners and be open to new partner opportunities, connect SPAC with what God is doing around the world and to create an atmosphere of excitement for the proclamation of the Gospel and anticipation for his return. 2. BENEVOLENT AND COMMUNITY ENGAGEMENT Strengthen our relationships in the community and build on what is already existing, connect with broken and vulnerable people to provide them with hope, use our resources as a church to build God s Kingdom here in Strathcona Country and the Edmonton area. 3. NEW VENTURES Go out into all the world, making disciples. Our new initiatives (church planting support, expansion of We Care and TheWayGaming, increased partnership in Thailand) will enable

8 us to create pathways for others to live out the command that Jesus has given us. We want to see people become World Christians. Facilities Our role is to support, steward, and execute tangible hospitality through the management of our buildings and resources. Our focus is on the experience in all our buildings and on providing subconscious frontline hospitality. Scope of Ministry Internal and External Bookings Update external rental contract External group onsite host Maintenance Planning and Work Cleaning Update Help Desk system MRF study and implementation Replace expired roof top units Create a cleaning strategy for one-off, large scale events. Emergency Planning Develop a new emergency response plan that encompasses the entire building. Vendor Relations Develop better relationships with outside vendors. Food Services Helping Hands prepares meals for families who are in need in our community. Culinary Arts Team creates quality food that is for events or events. Legato is a coffee bistro open during church series and for special functions. Ministry Coffee and Food is a building wide approach to coffee services. Provide a preferred caterer with preferred rates for ministries Volunteer Teams Create volunteer teams to help with: general labor projects, food services, building decoration, and monthly safety inspections. Create a training and care program for these teams. Executive The executive is the group appointed and given the responsibility to manage the affairs of the church and the authority to make decisions within specified boundaries. The Lead Pastor is responsible for this group and reports to the Board of Elders. Page 8

9 Summary Ministry Plan and Budget 2019 Version 1.0 Special Projects Leader Development Leader Education - Our emphasis on leadership development will continue in fiscal 2019 utilizing Arrow Leadership. Leadership Community - We are planning to leverage the GLS Summit in October as part of the leadership community and given the extra costs of that, we will only hold one other leadership summit in fiscal Global Leadership Summit - We are committed to hosting the Global Leadership Summit on October 18-19, Holy Land Pilgrimage A team from will experience the Holy Land from February 16-28, 2019 in community with Pastor Wayne and Jan Regehr and tour host Bronwyn Spilsbury. Maintenance Reserve Fund relocation We have established a maintenance reserve fund within SPACS for the purposes of accumulating funds reserved to pay for future maintenance requirements. As this fund has grown, it caught the attention of our legal advisor as a potential risk. Further, the magnitude of the MRF could grow to $5 million within our current configuration. As we add other facilities, it could be even larger. The risk is that as this fund grows further, it represents an attractive prize for someone wanting to sue the church. As it sits within SPACS and not PropCo, it is not shielded in the same way our building and property are shielded. The current lease between PropCo and SPACS dictates that SPACS is responsible to ensure maintenance is conducted. Recommendation We perform the following: The 2019 fiscal plan is built as status quo. If the recommendation is approved at all required levels (SPACS and PropCo), we will make the required changes in 2020 fiscal planning. Stewardship We plan to place higher emphasis on stewardship so that we can: Ensure we teach the church community about stewardship and generosity Communicate the stewardship plans, progress and thanks to the church community Achieve the revenue goal for each fund Page 9

10 Fund Definitions EXISTING DEFINITIONS RECOMMENDED DEFINITIONS Name Description Name Description Ministry The day-to-day operations of are supported through the Ministry Fund, practically enabling ministries to make disciples of all ages and tell the story of Jesus in creative ways, providing salary support to our staff, and caring for the operating costs of our church campus. Ministry The day-to-day operations of are supported through the Ministry Fund, practically enabling ministries to make disciples of all ages and tell the story of Jesus in creative ways, providing salary support to our staff, and caring for the operating costs of our campuses. Benevolent Capital Missions We are a community where help, hope, and healing can be practically extended to those in need. Our Benevolent Fund is designed to provide a financial base for helping people in difficult life situations. We re always looking for new ways to serve people using our facilities and equipment. The purchase of new or replacement equipment is met by the Capital Fund, based on need and priority. Global Advance Fund Giving to the Global Advance Fund helps support Canadian C&MA International Workers. Compassion Capital Missions We are a community where help, hope, and healing can be practically extended to those in need. Our Compassion Fund is designed to provide a financial base for helping people in difficult life situations including 1) individuals within the geography of the Edmonton Metropolitan Region or those engaged with our partners 1 regardless of their location and 2) organizations that partner with us to provide care to individuals defined above. We re always looking for new ways to serve people using our campuses, facilities and equipment. The purchase of new or replacement assets is met by the Capital Fund, based on need and priority. In some cases, these asset purchases are small and routine. In some cases, they are part of a large project. This fund focuses on mission projects undertaken by the church in support of domestic and foreign missions. 1 Partnerships require formal written agreements. Page 10

11 Summary Ministry Plan and Budget 2019 Version 1.0 EXISTING DEFINITIONS RECOMMENDED DEFINITIONS Name Description Name Description Other Missions Giving to Other Missions helps support local and international Detours, our annual Christmas Eve projects, and Canadian Ministry activities such as church planting and multicultural initiatives that are coordinated by the C&MA Western District. A significant part of this fund is the Global Advance Fund (GAF) which is forwarded to the denomination to fund Canadian C&MA international workers, our denominational head office and theological schools. Page 11

12 Budget for the Year Ending August 31, 2019 All Funds Budget August August August August ALL FUNDS vs Notes Budget Budget Projected Budget Actual Restated Restated Offerings Ministry Fund 1-0.9% $ 3,600,000 $ 3,212,004 $ 3,631,100 $ 3,207,537 Benevolent Fund 2 210, , , ,237 Capital Fund 3 324, , , ,449 Capital - Renew Phase One 3-695, , ,913 Missions Fund 5 584, , , ,471 Total Offerings -14.6% 4,718,920 4,659,254 5,524,470 4,910,607 Other Revenue Ministry Program Recoveries 7 285, , , ,682 Rent & Operating Costs for Schools (from EIPS) 1 1,201,709 1,189,481 1,201,709 1,304,475 Capital Contributions (from SCAS) 1 685, , , ,660 Operating Cost Contributions (from SCAS & PropCo) 1 1,301,290 1,324,914 1,337,142 1,421,754 Other Revenue 103,980 92,656 84,400 99,190 Total Other Revenue 1.2% 3,577,873 3,490,799 3,535,423 3,725,761 All Revenue -8.4% 8,296,793 8,150,053 9,059,893 8,636,368 Expenditures Salaries and Benefits - net 6 2,689,645 2,418,109 2,645,776 2,504,826 Ministry Programs 7 773, , , ,886 Rent and Operating Costs (to PropCo) 1 1,201,709 1,189,481 1,201,709 1,304,475 Capital Contributions (to PropCo) 1 685, , , ,660 Facility Operation & Maintenance 8 1,088,672 1,074,237 1,065, ,256 Administrative Expenses (net) 9 382, , , ,098 Benevolent Assistance 2 328, , , ,738 Maintenance Reserve Expenditures 4 548, , ,500 61,682 Depreciation 163, , , ,876 Interest on Debt 54,467 9,550 16,650 1,956 RENEW Expenses ,636 Gain (loss) on disposal of assets (5,080) Missions Offerings Disbursed 5 594, , , ,471 All Expenses 3.9% 8,510,021 8,130,599 8,188,467 7,088,480 Increase (Decrease) in Net Assets 10 (213,228) 19, ,426 1,547,889 Net Assets - Beginning of Year 3,351,644 3,332,190 3,332,190 1,784,301 Net Assets - End of Year $ 3,138,416 $ 3,351,644 $ 4,203,615 $ 3,332,190 Page 12

13 Summary Ministry Plan and Budget 2019 Version 1.0 Budget Notes 1 August August August August ALL FUNDS - NOTES Budget Projected Budget Actual MINISTRY FUND offerings are planned to be near the 2018 budget level with a continued focus on stewardship to fund ministry growth. A summary of the main line items is as follows: Offerings $ 3,600,000 $ 3,212,004 $ 3,631,100 $ 3,207,537 Other Revenue 3,576,013 3,484,058 3,531,523 3,712,656 7,176,013 6,696,062 7,162,623 6,920,193 Salaries and Benefits - see note 6 2,689,645 2,418,109 2,645,776 2,504,826 Ministry program expenses (gross) - see note 7 783, , , ,886 Facility related expenditures - see note 8 2,976,181 2,931,278 2,937,092 2,817,391 Administration and Operation expenses - see note 9 381, , , ,418 Contributions to MRF - see note 4 433, , , ,715 7,263,224 6,668,722 7,173,752 6,513,236 Increase (Decrease) in Fund Balance $ (87,211) $ 27,340 $ (11,129) $ 406,956 Other Revenue includes funds from Elk Island Public Schools (EIPS), SCA Society (SCAS) and Property Company (PropCo). Funds received from EIPS and the capital contribution from SCAS ($685,800) are forwarded to PropCo. 2 EIPS rent & contribution to facility costs $ 1,201,709 $ 1,189,481 $ 1,201,709 $ 1,304,475 SCAS contribution to capital and facility costs 1,254,789 1,248,913 1,250,953 1,241,859 PropCo contribution to facility costs 732, , , ,555 $ 3,188,799 $ 3,181,955 $ 3,208,451 $ 3,404,889 The balance of other revenue is ministry recoveries. BENEVOLENT FUND offerings are based on historical giving. Assistance is provided within the scope of Justice and Compassion as needs are identified and partnerships are developed. The assistance provided is categorized as General, Counselling, Vehicle and External Partnerships. Opportunities through Helping Hands, SCA Compassion (Parents in Partnership), SCA Missions, transitional integration, We Care, Mustard Seed, Neighbour Centre, PALM, Salvation Army (women's outreach) and Strathcona County are identified for Offerings and interest income $ 210,900 $ 213,522 $ 169,650 $ 168,029 Assistance Expenditures 328, , , ,738 Increase (Decrease) in Fund Balance $ (117,515) $ (92,992) $ (152,265) $ (55,709) Page 13

14 3 CAPITAL FUND offerings are used to purchase capital items to help the delivery of ministry and to service the cost of the Loan Investment Program (LIP). Capital expenditures of $155,300 in the 2019 budget include equipment (security, AV) of $42,500; furniture and fixtures of $58,400; computer equipment and software of $39,500; and leasehold improvements of $14,900. Offerings, Renew Campaign and Interest Income $ 324,800 $ 804,243 $ 1,119,100 $ 1,076,639 Expenses 218, , , ,068 Fundraising costs and donation , , , ,068 Increase (Decrease) in Net Assets $ 106,053 $ 627,563 $ 930,970 $ 821,571 Renew Phase One was approved by church membership in February Cash and pledge thresholds were met in May 2016 and project implementation began. At the AGM in December 2017, church membership approved an increase in expenditures of $150,000. Project completion and a full project report is anticipated in June The MAINTENANCE RESERVE FUND (MRF) was established to set aside funds for major maintenance requirements. It is funded by SPACS and the SCA Society (SCAS) based on a facility cost sharing agreement. Annual contribution levels are determined with recommended guidelines to meet future maintenance requirements. Renew Project contributions of $351,118 includes maintenance work completed within the project's scope. Additional spending of $296,000 was approved by church membership at the AGM in December 2017 for maintenance needs identified during Renew that were not anticipated. Increases are reflected in building, common area finishing, electrical and mechanical systems. Major projects in 2019 include roof replacement ($175,000) and building exterior; washrooms and flooring ($113,000); roof top units ($55,000); and site improvements ($96,000). Ministry Fund contributions (SPACS & SCAS) $ 433,085 $ 419,550 $ 419,550 $ 433,715 Renew Project contributions - 351, Interest income 960 2,806 1,800 2, , , , ,555 Expenditures 548, , ,500 61,682 Increase (Decrease) in Fund Balance $ (114,555) $ (191,143) $ 103,850 $ 374,873 Page 14

15 Summary Ministry Plan and Budget 2019 Version MISSIONS FUND offerings are distributed as designated by donors. Distributions to the Global Advance Fund (68%), Approved Work Specials (14%) and Canadian Ministries (18%) make up the C&MA portion. Six Detours are planned for 2019 four international and two regional. Planned Detours include The Island, Serbia (2), Thailand, TheWayGaming and Saddle Lake. Our funding approach for Detours is to cover the variable costs of these experiences. We will continue to invest fixed cost elements such as pastoral and staff time to plan and lead this important aspect of our church. In the event funds raised exceed actual expenses, the surplus is retained for future missions opportunities. The Christmas Eve Project for 2019 will be determined in Fall Initiatives to advance missions will focus on awareness and growth in our engagement with missional activities. Funding is provided by the Ministry Fund when reserves are depleted rather than by Missions Fund contributions. 6 Offerings $ 584,120 $ 432,494 $ 606,720 $ 468,471 Recoveries and Interest income 10,000 31, , , , ,667 Distributed to C&MA missions 433, , , ,771 Distributed to other home missions & global partners 20,400 28,368 20,400 34,779 Detour trips 100,400 8, ,000 7,717 Christmas project 30,000 36,833 50,000 35,204 Advancing missions 21,738 13, Deferred for advancing missions (11,738) 17, , , , ,471 Increase (Decrease) in Fund Balance $ - $ (196) $ - $ 196 SALARIES and BENEFITS reflect a Full Time Equivalent (FTE) of 35.6 based on a 40 hour work week. A 1% cost of living increase is included. Recoveries are for staff costs for intercompany activities and government grants for summer program coordinators. Salaries and Benefits for 2019 are budgeted to be 37.4% of total ministry fund revenue ( %). Pastors & Ministry Assistants $ 1,584,743 $ 1,469,304 $ 1,610,286 $ 1,314,370 Facilities 268, , , ,910 Administration 404, , , ,774 SCA Society & Treehouse 115, , , ,596 Employee Benefits & Alliance Retiral Fund (ARF) 406, , , ,302 Recoveries (89,964) (86,453) (95,021) (96,126) $ 2,689,645 $ 2,418,109 $ 2,645,776 $ 2,504,826 Page 15

16 7 MINISTRY PROGRAM EXPENSES are incurred in the delivery of mid-week and weekend ministries in accordance with the strategic Ministry Plan. The largest categories are as follows: Leader Training & Development (staff & lay leaders) $ 67,713 $ 96,612 $ 122,892 $ 51,879 Ministry Supplies & Materials 77,492 66,968 70,171 57,466 Receptions & Dinners 50,565 35,470 49,160 48,205 Printing, Photocopying, Postage 32,685 24,612 40,256 37,428 Special Events 107,285 85, ,100 88,535 All Other Expenses 447, , , , , , , ,425 Ministry Recoveries (included in note 1 above) 192, , , ,292 Net Ministry Expenses $ 590,943 $ 430,601 $ 666,492 $ 295,133 Net ministry expenses are summarized by core groupings as follows: Adults $ 79,265 $ 70,957 $ 89,418 $ 24,100 Kids and Youth 127,446 72, ,400 75,919 Other (Weekends, Church-wide, Shared Services) 384, , , ,114 $ 590,943 $ 430,601 $ 666,492 $ 295,131 Net ministry expenses are 11% lower than 2018 budget as a result of centralizing technology services for 2019 (see note 9 below). Team Leaders are accountable for their respective ministry budgets; Lead Team accountability includes a buffer should we not reach revenue target. As target is achieved, we will increment ministry budgets to fund growth strategies (i.e. video teaching). 8 FACILITY RELATED EXPENDITURES are 1.6% higher that 2018 budget primarily due to increased utility costs and repair and maintenance activities. We continue to review and negotiate service/maintenance agreements to ensure maximum value. The current contribution level to the Maintenance Reserve is keeping the reserve near guidelines recommended in the independent MRF study while enabling maintenance projects to occur on schedule. The facility costs and MRF contribution are allocated by location as follows: 1011 Clover Bar Rd (SPAC/SCA Secondary, main campus) $ 1,146,480 $ 1,126,183 $ 1,118,522 $ 976, Range Rd 231 (SCA Elementary) 364, , , ,617 $ 1,510,757 $ 1,486,262 $ 1,480,533 $ 1,265,082 The facility costs and MRF contribution are allocated on the basis of a cost sharing agreement as follows: 1011 Clover Bar Road $ 569,801 $ 592,372 $ 588,343 $ 478, Range Rd , , , ,186 Costs allocated to SCAS 915, , , ,654 Costs allocated to SPACS $ 594,893 $ 551,815 $ 548,280 $ 512,428 Page 16

17 Summary Ministry Plan and Budget 2019 Version ADMINISTRATIVE EXPENSES include the behind the scenes functions of finance, human resources and technology services. The increase of 13.0% over 2018 budget is attributed to centralizing technology services for improved expense management across the organization. The largest categories are as follows: District Operating Fee (3% of ministry fund offerings) $ 108,000 $ 96,360 $ 108,900 $ 95,545 Office Equipment, Postage, Printing and Photocopying 48,140 57,342 63,500 60,245 Contract and Consulting Services 62,400 61,550 61,550 59,577 Bank Charges 36,300 35,700 43,200 32,402 All other types of expenses 140, , , ,332 Recoveries (55,240) (68,600) (91,020) (94,683) $ 340,357 $ 291,861 $ 301,270 $ 261, The INCREASE (DECREASE) IN NET ASSETS is summarized as follows: Ministry Fund $ (87,211) $ 27,340 $ (11,129) $ 406,957 Benevolent Fund (117,515) (92,992) (152,265) (55,709) Maintenance Reserve Fund (114,555) (191,143) 103, ,873 Capital Fund 106, , , ,571 Missions Fund - (196) $ (213,228) $ 19,454 $ 871,426 $ 1,547,889 Page 17

18 Informational Items Appendix A: Strathcona Christian Academy Society Budget for the year ending August 31, 2019 Approved by SCAS Members - June 12, 2018 August August August August FOR INFORMATION PURPOSES ONLY Budget Projected Budget Actual REVENUES Commitment and Alternative Program Fees $ 1,690,220 $ 1,668,760 $ 1,669,720 $ 1,696,484 International Missions 403, , , ,122 Donations and Fundraising 5,500 5,394 10,500 8,969 Scholarships Fund 5,530 5,482 5,828 5,586 Investment Income and Sundry 3,600 3,498 5,400 3,715 EXPENDITURES Total Revenue $ 2,108,300 $ 1,951,111 $ 2,103,898 $ 2,112,876 Facility Contribution - Cap Cost Assessment from Fees $ 685,800 $ 667,586 $ 669,600 $ 678,660 Facility Contribution - Operating Costs Allocated to SCAS 332, , , ,399 Contribution to Maintenance Reserve Fund 237, , , , International Missions 403, , , ,067 Administration Costs 166, , , ,924 Christian Component 320, , , ,044 Fee Assistance 11,411 10,156 8,350 3,672 Scholarships Distributed 7,850 8,350 7,850 6,850 Total Expenditures $ 2,165,495 $ 1,982,388 $ 2,145,504 $ 2,064,415 FUND INCREASE FOR THE PERIOD (57,195) (31,277) (41,606) 48,461 Net Assets Beginning of Year 530, , , ,850 NET ASSETS, END OF YEAR $ 472,839 $ 530,034 $ 519,705 $ 561,311 Total Fees Per Total Fees Per Total Fees Per Total Fees Per Alternative Program Fees 2019 Student 2019 Student 2018 Student 2018 Student 2017 ECS $ 960 $ 960 $ 960 $ 960 Elementary & Secondary (Grades 1-12) 1,480 1,480 1,480 1,480 This budget is provided as information only and does not represent information that will be voted on by the membership of Sherwood Park Alliance Church Society. Page 18

19 Summary Ministry Plan and Budget 2019 Version 1.0 Appendix B: Property Company Budget for the year ending August 31, 2019 August August August August FOR INFORMATION PURPOSES ONLY Notes Budget Projected Budget Actual Rental Revenues Rent & Operating Costs for Schools (SCE, SCS) 1 $ 1,201,709 $ 1,189,481 $ 1,201,709 $ 1,304,475 Capital Contribution 2 685, , , ,660 Donations - 3,400-2,750 Interest Income - 1, ,887,509 1,862,181 1,871,309 1,986,335 Expenditures Operation Cost Contribution (to SPACS) 3 732, , , ,555 Depreciation 731, , , ,818 Interest on callable and long term debt 4 418, , , ,222 Professional fees 12,800 42,800 42,800 11,529 Office 33,175 33,088 32,925 27,525 Interest and bank charges 1,000 1,000 1, ,929,722 1,992,381 2,007,192 2,091,279 Excess revenue (expenditures) for the year (42,213) (130,200) (135,883) (104,944) Items not affecting cash - Depreciation 731, , , ,818 Changes in non-cash operating working capital Accounts Payable (29,613) Cash Flow from (used by) Operating Activities 689, , , ,260 Investing Activities Additions to Land & Buildings Financing Activities Advances from (to) related party (37,083) Repayment of callable debt 4 - (146,834) (42,500) (42,500) Repayment of long term debt 4 (409,253) (390,149) (390,149) (371,937) (409,253) (536,983) (432,649) (451,520) Increase in Cash Flow 280,352 64, , ,740 Cash - Beginning of year 625, , , ,759 Cash - End of year $ 905,485 $ 625,133 $ 723,785 $ 560,499 Page 19

20 Notes Represents funds received from EIPS for Strathcona Christian Academy (SCE-Elementary; SCS-Secondary). Funds flow through SPACS according to terms of lease. Represents funds received from SCA Society to help service the debt registered against the land and buildings, and for future capital expenditures for the benefit of the organization. Funds are collected as part of student fees and flow through SPACS. Consists of funds received for rent for the 1011 Clover Bar site and operating funds for both sites with a portion retained to cover 50% of administrative expenses. 4 Loan Balances at end of fiscal year: Swap Program - SCE $ 8,082,753 $ 8,492,006 $ 8,492,006 $ 8,882,155 North Addition Loan (PIF Dec 2017) , ,292 Total Debt $ 8,082,753 $ 8,492,006 $ 8,606,798 $ 9,039,447 This budget is provided as information only and does not represent information that will be voted on by the membership of Sherwood Park Alliance Church Society. Page 20