SASKATOON PUBLIC SCHOOLS BUDGET REPORT · Saskatoon Public Schools Budget Report 2017‐2018 6...

SASKATOON PUBLIC SCHOOLS BUDGET REPORT

SEPTEMBER 1, 2017 TO AUGUST 31, 2018

Saskatoon Public Schools Budget Report 2017‐2018

TABLE OF CONTENTS

PROPOSED RESOLUTION .................................................................................................................... 1

BOARD PRIORITIES ............................................................................................................................. 2

GOVERNANCE ..................................................................................................................................... 3

HIGHLIGHTS OF THE EDUCATION SECTOR STRATEGIC PLAN ............................................................ 4

KEY ACTIONS FOR 2017‐2018 IN SASKATOON PUBLIC SCHOOLS’ STRATEGIC PLAN (A3) ................ 5

SASKATOON PUBLIC SCHOOLS ACTION PLAN 2017‐2018 ................................................................ 7

BUDGETARY IMPACTS ...................................................................................................................... 10

FISCAL ISSUES THAT NEED TO BE ADDRESSED WITH THE MINISTRY .............................................. 11

FINANCIAL ASSUMPTIONS ............................................................................................................... 12

FINANCIAL INFORMATION ............................................................................................................... 13

APPENDIX – ADDITIONAL FINANCIAL INFORMATION ..................................................................... 21


1

PROPOSED RESOLUTION

That the Board approve its annual operating and capital budget estimates for the fiscal year September 1, 2017 to August 31, 2018 as detailed in the Budget Report September 1, 2017 to August 31, 2018, subject to minor final edits.


2

BOARD PRIORITIES

The Saskatoon Board of Education’s 2016‐2017 Strategic Plan and Budget advance the priorities of the Board and the Education Sector’s Strategic Plan (ESSP). The Board’s two main strategic initiatives are Literacy for Life and Collegiate Renewal.

LITERACY FOR LIFE

All kindergarten to Grade 8 students will achieve at or above grade level in reading, writing, and

mathematics. They will be engaged in their learning and graduate as active participants in lifelong

learning and as responsible, caring, culturally responsive citizens in the community, nation, and world.

In pursuit of this goal, we will continue to focus on the engagement, achievement, and graduation

rates of First Nation, Inuit, and Métis students.

During the 2017‐2018 year, our early learning and literacy initiative (Literacy For Life) will continue to

enhance the language literacy development of kindergarten to grade eight students. Our

interventions for students that are struggling will continue with a particular emphasis being placed on

the success of our Indigenous students. Work at the staff development level will focus on a distributed

leadership model to enhance our administrators’ ability to provide school based leadership in the

areas of reading, writing, and mathematics. A special emphasis will be placed on the implementation

of writing rubrics to improve literacy outcomes (K‐9).

COLLEGIATE RENEWAL

All collegiate students will be engaged in their learning so that they graduate as competent, active

participants in lifelong learning and as responsible, caring, culturally responsive citizens in the

community, nation, and world. In pursuit of this goal, we will focus intensively on the engagement,

achievement and graduation rates of First Nation, Inuit and Métis students.

The Collegiate Renewal learning priority continues to focus on improving our collegiate students’

engagement and academic achievement as they pursue graduation and a successful life beyond grade

12. Staff and administration in each collegiate are committed to meeting the diverse learning needs

of all students through flexible responsive instruction and a variety of innovative supports. All

secondary educators work to ensure that our Indigenous students are engaged and successful in their

learning; our teachers get to know each of their Indigenous students and build strong relationships with

them. Secondary teachers are pursuing the goal of ensuring that all students experience success by

implementing effective formative assessment practices and responsive instruction. School‐based

administrators and other leaders such as data teams and learning coordinators support teachers in

these improvement efforts.


3

GOVERNANCE

A fiscally responsible budget will be established.

An annual audited financial statement will be presented to the Board.

The financial contribution to capital projects for facility improvements at schools, when combined with operating, and other partner funded capital projects such as cost sharing with the Ministry to complete partial roof replacements at schools, will address key priorities regarding the deferred maintenance backlog.

The Fiscal Leadership Report that highlights investments, managing expenditures and revenue initiatives will be presented annually to the Board.

The Annual Report will be submitted by the Board to the Minister of Education in accordance with Section 283(1) of The Education Act.

The 2017‐2018 budget will be submitted to the Minister of Education in accordance with Section 278(1) of The Education Act.

Work will continue to ensure Saskatoon Public Schools processes are operating efficiently, effectively and economically.

Joint partnerships will be sought out when advantageous.

Relocatables will be used to accommodate enrolment and program growth.

Initiatives designed to help build a representative workforce will be continued (staff development, cultural competency training, and hiring practices).

We will welcome the opening the four new schools: Chief Whitecap, Colette Bourgonje, Ernest Lindner, and Sylvia Fedoruk.


4

HIGHLIGHTS OF THE EDUCATION SECTOR STRATEGIC PLAN

Saskatoon Public Schools participates in the development of the Education Sector Strategic Plan as

part of the Provincial Leadership Team (PLT). The PLT is comprised of directors of education from the

28 school divisions, First Nation and Métis educational organization representatives, and Ministry of

Education personnel. It guides sector planning, implementation, monitoring and reporting processes.

Key elements of the Education Sector Strategic Plan (ESSP) are described below: Enduring Strategies Curriculum: culturally relevant and engaging Instruction: differentiated and high quality Assessment: culturally appropriate and authentic Experience: First Nation and Métis content, perspectives and ways of knowing Professional Learning: targeted and relevant Strong Partnerships: family, school, and community Alignment: human, physical, and fiscal resources Priorities (Short Term Improvement Breakthroughs)

• In partnership with First Nation and Métis stakeholders, continue to implement the Following Their Voices (FTV) initiative.

• Contingent on recommendations from the sector, implement and actualize the provincial Unified Student Information System.

Outcomes (Long Term)

• By June 30, 2020, 80% of students will be at grade level or above in reading, writing, and mathematics.

• By June 30, 2020, collaboration between First Nation and Métis and non‐First Nation and Métis partners will result in significant improvement in First Nation and Métis student engagement and will increase three‐year graduation rate from 35% in June 2012 to at least 65% and the five‐year graduation rate to at least 75%.

• By June 30, 2020, Saskatchewan will achieve an 85% three‐year graduation rate and a 90% five‐year graduation rate.

• By August 31, 2020, implement a sector‐wide approach to find efficiencies and increase value‐add in order for the sector to be responsive to the challenges of student needs.

• By June 30, 2020, children aged 0‐6 will be supported in their development to ensure that 90% of students exiting kindergarten are ready for learning in the primary grades.


5

KEY ACTIONS FOR 2017‐2018 IN SASKATOON PUBLIC SCHOOLS’

STRATEGIC PLAN (A3)

Saskatoon Public Schools’ division level A3 plans are aligned with the Education Sector Strategic Plan.

The key actions for 2017‐2018 are described below and will be implemented to assist schools in

achieving their goals around improving student achievement. All actions include a measurement plan

that will allow the division to monitor progress.

Reading, Writing and Mathematics

Staff development and Administrative Council support for school‐based administrators to develop and enact plans for implementation of division wide consistent practices (high‐impact, research‐based) for implementation of reading and writing.

Creation and implementation of literacy learning communities at the elementary level.

Enhancement of a distributed leadership model (mathematics leadership communities) to increase the use of research based, culturally informed practices aimed at improving the computational fluency of our students (K‐8).

Improve instructional practice through the development of instructional leaders (Mathematics Learning Coordinators) and distributed leadership within each collegiate.

Early Learning

Through professional development, school teams will gain a greater understanding of and access

to language and developmental milestones within a culturally responsive framework.

Graduation Rates

To complete a process that is collaborative in nature to clarify, communicate, and ensure

achievement of the expectations for student engagement and credit acquisition.

Implement the set of guidelines for outcomes based assessment in our collegiates.

Engage in effective leadership coaching to create greater consistency in observation and

feedback from leaders.


6

First Nation, Inuit, and Métis Student Success

Develop and implement enhanced school transition practices for First Nation, Inuit and Métis

students to achieve subject/grade level/credit attainment with input from our First Nation, Inuit

and Métis educational partners.

Through staff development processes, lead responsive/formative assessment (cultural and

discursive) instructional strategies in K‐8: language arts, writing, and mathematics, and grades 9‐

12: English, mathematics, and science.


7

SASKATOON PUBLIC SCHOOLS ACTION PLAN 2017‐2018

IN SUPPORT OF THE EDUCATION SECTOR STRATEGIC PLAN (ESSP)

BOARD PRIORITIES

LITERACY FOR LIFE (EARLY LEARNING AND LITERACY)

1 Focus staff development and leadership development efforts on enhancing the use of high impact, research based instructional practices to achieve to realize the targets outlined in the Education Sector Strategic Plan (ESSP) related to literacy and numeracy outcomes.

2 Fully implement the provincial writing rubrics.

3 Continue to implement strategies as outlined in the ESSP and Saskatchewan Reads,Saskatchewan Reads for Administrators, and an adapted version developed by Saskatoon Public Schools for grades four to eight.

4 Continue literacy initiatives supported by the Saskatoon Public Schools’ Foundation.

5 Maintain mathematics as an area of focus within the Literacy for Life priority.

6 Continue to explore offering professional development opportunities for staff in a more efficient manner through the use of technology.

7 Continue to develop teacher leaders at each school who support colleagues with implementation of powerful practices in literacy and mathematics.

COLLEGIATE RENEWAL

8 Administration and staff in each collegiate are committed to improving results for students with an emphasis on our First Nation, Inuit, and Métis students and learners who require extra support to be academically successful.

9 A distributed leadership model is being developed for instructional improvementthrough the work of secondary data teams and learning coordinators.

10 Support curriculum renewal in arts education, practical and applied arts, French immersion, social sciences, and physical education.

11 Continue to support consistent practices in formative assessment, responsive instruction and culturally competent instruction.

12 Continue to support a consistent outcome completion process in every SPS collegiate.

OTHER STRATEGIC LITERACY AND ACHIEVEMENT INITIATIVES

13 Open a K‐6 French Immersion program at Dundonald School.

14 Expand French Immersion programming at École Alvin Buckwold School and École Forest Grove School.

15 Expand the FLEX program at City Park School to grades 11 and 12.

16 Continue implementation and growth of grades 1‐8 Montessori program at City Park School.


8

FIRST NATION, INUIT AND MÉTIS EDUCATION

17 Continue to develop, monitor, and recognize our increased capacity to respond to the Calls to Action of the Truth and Reconciliation Commission.

18 Continue participation with First Nation, Inuit, and Métis partners in ESSP initiative to seek improvement in First Nations, Inuit, and Métis student achievement, (graduation and literacy rates) and well‐being.

19 Continue to strengthen the First Nation, Inuit, and Métis Education partnerships such as the Whitecap Dakota First Nation Alliance Agreement while refreshing the Okicīyapi partnership.

20 Continue professional development with staff and education for students to build cultural competence and Treaty understandings through a social justice mindset.

21 Continue the ‘Following their Voices’ initiative at Bedford Road Collegiate and Mount Royal Collegiate.

ENGLISH AS AN ADDITIONAL LANGUAGE (EAL) PROGRAMMING

22 Develop and implement a ‘Framework for Adaptation’ that supports classroom teachers to differentiate for EAL students.

23 Through professional development, ensure teachers and school‐based administration have a strong understanding of effective teacher practice in EAL instruction.

STUDENT SUPPORT SERVICES

24 Expand Life Skill Work Study (LSWS) programming at Walter Murray Collegiate.

25 Open an Autism Support program at Ernest Lindner School

26 Open a Functional Life Skills (FLS) program at Sylvia Fedoruk, Colette Bourgonje, and Chief Whitecap schools.

27 Continue to ensure inclusive learning environments and supports for all children with intensive needs and learning challenges.

28 Addition of a structured success primary classroom at John Lake School.

29 To continue to develop a service delivery model for school psychologists in our collegiates.

SAFE, CARING, AND ACCEPTING SCHOOLS

30 Continue to use the Comprehensive School Community Health model as our guide to address matters of student well‐being.

31 Develop and implement resources for teachers and senior administration related to traumatic response.

32 Implement a violent threat risk assessment (VTRA) refresh process with safe school teams.

33 Continue education continuity and emergency response planning.

34 Develop and implement resources for teachers and administrators related to gender and sexual diversity.

35 Continue healthy and respectful relationship development in partnership with parents and community organizations.

36 Continue to build staff capacity, through professional development, to support students with behaviour and mental health challenges.


9

SMOOTH TRANSITIONS INTO AND THROUGH THE DIVISION

37 Continue with division wide grade 9 portfolio plan through "My Blueprint" with SaskCareers. All grade 9 students will complete a three‐year academic plan to be kept in their cumulative folder. Grade 10 integration of career education will take place through the science curriculum.

38 Continue partnership work with various post‐secondary institutions (Saskatoon Trades and Skills Centre at Mount Royal and University of Saskatchewan internship placement).

GOVERNANCE, FACILITIES AND ACCOUNTABILITY

FACILITIES FOR LEARNING

39 Initiate new operational procedures in the four new joint‐use elementary schools.

40 Implement the Annual Capital Plan priorities.

41 Continue to provide infrastructure improvements and upgrades at various existing schools.

42 Continue Future of our Schools Process and update the Five Year Capital Plan.

43 Implement next phase of work at City Park School – including repurposing and accessibility upgrading.

FISCAL MANAGEMENT

44 Continue to work on operating in an efficient, effective and economical manner seeking out joint initiatives when advantageous.

45 Continue to implement innovative and creative programs with funds provided by the Saskatoon Public Schools Foundation.

46 Integration of Enterprise Risk Management into development of strategic, business and operational plans and decisions.


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BUDGETARY IMPACTS

In order to work towards the outcomes associated with the Board’s priorities and the Education Sector Strategic Plan, the Board will draw approximately 2 million dollars from reserves to continue with current programming.

The following are the main initiatives taken to reduce costs and not directly impact student learning in

the classroom.

Changes to transportation, including increased walking distances and elimination of noon‐hour

busing.

Elimination of the Curriculum Materials Centre and Library Technical Services at Central Office resulting in a reduction of 10.5 FTE’s.

Reduction of 11.9 FTE secretary support at school level.

6.0 FTE Educational Consultant and Coordinator positions were dissolved and a number of non‐classroom teaching positions were re‐deployed.

2.0 FTE out‐of‐scope positions were eliminated through attrition.

Reduction of caretaking staffing ratios.

Non‐salary budget lines across the division were reduced.

In order to accommodate enrolment growth, there is an increase of:

o 17.2 FTE teaching positions added to maintain the pupil teacher ratio.

o 18.7 FTE Education Assistant positions.


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FISCAL ISSUES THAT NEED TO BE ADDRESSED WITH THE MINISTRY

1. Ensure adequate funding of the Board’s strategic priorities of Literacy for Life and Collegiate

Renewal and to meet the outcomes detailed in the Education Sector Strategic Plan. These priorities will continue to require sufficient funding in future budgets.

2. Work with the Ministry of Education, Saskatchewan School Boards Association (SSBA), League of Educational Administrators, Directors and Superintendents of Saskatchewan (LEADS), and the Saskatchewan Association of School Business Officials (SASBO) to improve the current PreK‐12 Funding Distribution Model. Ensure that the guiding principles upon which the Funding Distribution Model is based (mutual responsibility, accountability, transparency, equity and stability) are realized.

3. Ensure adequate funding to support students with special needs.

4. Ensure adequate funding is in place to provide English as an additional language (EAL) supports as immigration levels and in‐province migration to Saskatoon continue to increase.

5. Ensure adequate funding to support the elimination of the learning disparity for First Nation, Inuit and Métis students.

6. Secure long term sustainable funding of the capital budget to address the backlog of work identified in the facility audits.

7. Ensure that existing locally negotiated and provincial collective agreements are fully funded from the Ministry of Education, as the school board no longer has the ability to set the mill rate.

8. Work with our educational partners to identify risks currently being faced in the education sector.

9. Ensure that Saskatoon Public Schools continues to operate in an efficient, effective and economical manner.

10. Continue to work with our partners in our joint use projects.


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FINANCIAL ASSUMPTIONS

The following are the most significant assumptions:

1. The Ministry will approve the 2017‐2018 budget.

2. The 2017‐2018 budget includes an increase in enrolment of 685 students when comparing the projected enrolment for September 2017 to the projected enrolment for September 2018.


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FINANCIAL INFORMATION

Statement of Operations

Budget 2017‐18 Budget 2016‐17

Revenues

Property taxes 40,184,425$ 110,850,000$

Provincial grants 190,096,420 184,207,508

Tuition and related fees 2,017,000 2,502,875

Complementary services 3,259,432 3,336,696

External services 6,565,675 7,102,891

School generated 4,955,000 4,955,000

Other 1,427,000 1,177,000

Total revenues 248,504,952$ 314,131,970$


Expenses

Governance 635,460$ 1,054,367$

Administration 6,518,908 6,676,947

Instruction 192,130,741 192,687,293

Plant 38,054,816 35,773,605

School generated 4,955,000 4,955,000

Transportation 6,440,051 7,756,978

Tuition and related fees 312,000 283,000

Complementary services 3,299,853 3,315,743

External services 6,765,165 7,278,014

Interest 318,080 403,500

Total expenses 259,430,074$ 260,184,447$

Surplus/(deficit) (10,925,122)$ 53,947,523$


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Cash Flow Requirements

Notes: 1. The use of the capital reserves relates to the timing of the projects. Funding for 2017‐2018

Preventative Renewal and Maintenance will be received in 2016‐2017; however, some of the work will be completed during 2017‐2018, therefore will be drawn from capital reserves.

2. Operating reserves include both internally restricted and unrestricted reserves.


Total revenues 248,504,952 314,131,970

Total expenses 259,430,074 260,184,447

Surplus/(deficit) (10,925,122) 53,947,523

Tangible capital assets:

Purchases (8,170,985) (70,896,447)

Long‐term debt:

Debt issued

Debt repayments (1,835,221) (3,009,011)

Non‐cash items:

Amortization expense 15,530,000 13,080,000

Employee future benefits expenses 362,500 290,000

Pension plan adjustment

Reserves:

Use capital reserves (note 1) 3,050,000 3,624,713

Use of operating reserves (note 2) 1,988,828 2,963,222

Surplus/deficit ‐$ ‐$


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REVENUES

Total 2017‐18 revenues are estimated at $248.5 million a decrease of 20.9% compared to the previous

year. From January 1, 2018, property tax revenue will flow directly to the provincial government and

funding will be received solely from the provincial grant. The 2016‐17 budgeted provincial grant

revenues include $62.7 million of the capital grants relating to the school bundling project. The school

bundling project is complete for the 2017‐18 school year.

Total 2017‐18 revenues for operations (and not capital) are estimated at $243.5, a decrease of 1.4% compared to the previous year. The decrease is due to the reductions in funding rates offset partially by increases in enrolment and funding for the new schools opening in September 2017. The number of tuition paying students is also expected to decrease in 2017‐18.

Budget Budget

2017‐18 2016‐17 $ Change % Change

Revenues

Property taxes 40,184,425$ 110,850,000$ (70,665,575)$ ‐63.7%Provincial grants 190,096,420$ 184,207,508 5,888,912 3.2%

Tuition and related fees 2,017,000$ 2,502,875 (485,875) ‐19.4%

Complementary services 3,259,432$ 3,336,696 (77,264) ‐2.3%

External services 6,565,675$ 7,102,891 (537,216) ‐7.6%

School generated 4,955,000$ 4,955,000 ‐ 0.0%

Other 1,427,000$ 1,177,000 250,000 21.2%

Total Revenues 248,504,952$ 314,131,970$ (65,627,018)$ ‐20.9%

Budget Budget

2017‐18 2016‐17 $ Change % Change

Revenues

Property taxes 40,184,425$ 110,850,000$ (70,665,575)$ ‐63.7%

Provincial grants 185,175,435 117,227,589 67,947,846 58.0%

Tuition and related fees 2,017,000 2,502,875 (485,875) ‐19.4%

Complementary services 3,259,432 3,336,696 (77,264) ‐2.3%

External services 6,565,675 7,102,891 (537,216) ‐7.6%

School generated 4,955,000 4,955,000 ‐ 0.0%

Other 1,427,000 1,177,000 250,000 21.2%

Total Revenues 243,583,967$ 247,152,051$ (3,568,084)$ ‐1.4%


16

EXPENSES In 2017‐18, expenses are estimated to be $259.4 million, a decrease of ‐0.3% compared to the previous year’s budget.

Notes: 1. In 2017‐18, the budget for Governance has been aligned with the conditional funding specified

by the Ministry of Education.

2. In the 2017‐18 budget, the administrative costs related to salary and benefits are reduced. This is offset somewhat by reclassifications from other expense categories.

3. In September 2017, the projected enrolment increase is estimated to be approximately 685 students. Budget 2017‐18 includes additional classroom teachers, special education programs and educational assistants for these students. Savings have been realized through the reduction of a number of non‐classroom teaching positions, reduction in the offering of some special programming, reduction in secretarial support at the schools and reduction in central support staff for library resources and materials. Budget 2017‐18 also includes a reduction in expenditures for substitute costs related to professional development, resource materials, supplies and other non‐salary costs.

4. The estimated plant amortization expense for 2017‐18 has increased, based on the commencement of amortization of capital assets for the new school bundling project. This is a non‐cash item. Operating costs for four new schools also contribute to increased expenses. This increase is offset partially by budget reductions to maintenance operating projects. Caretaking

Budget Budget

2017‐18 2016‐17 $ Change % Change

Expenses

Governance (note 1) 635,460$ 1,054,367$ (418,907)$ ‐39.7%

Administration (note 2) 6,518,908$ 6,676,947 (158,039) ‐2.4%

Instruction (note 3) 192,130,741$ 192,687,293 (556,552) ‐0.3%

Plant (note 4) 38,054,816$ 35,773,605 2,281,211 6.4%

School generated 4,955,000$ 4,955,000 ‐ 0.0%

Transportation (note 5) 6,440,051$ 7,756,978 (1,316,927) ‐17.0%

Tuition and related fees 312,000$ 283,000 29,000 10.2%

Complementary services (note 6) 3,299,853$ 3,315,743 (15,890) ‐0.5%

External services (note 7) 6,765,165$ 7,278,014 (512,849) ‐7.0%

Interest/allowances (note 8) 318,080$ 403,500 (85,420) ‐21.2%

Total expenses 259,430,074$ 260,184,447$ (754,373)$ ‐0.3%


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staffing ratios were also adjusted to accommodate four new schools without increasing salary costs significantly.

5. Transportation costs have decreased due to busing initiatives including increased walk distance, elimination of noon hour busing and reduction in busing for gifted education.

6. No new prekindergarten programs have been added in 2017‐18.

7. External services expenses are budgeted to decrease mainly due to decreased funding rates and lower total enrolment projections for the associate schools.

8. Several loans for capital project expire in 2016‐17 and are paid down, therefore the interest expense for 2017‐18 is reduced.

SALARIES AND BENEFITS In 2017‐18, salaries and benefits are expected to cost $200.9 million, an increase of approximately $0.1 million or 0.2% compared to the 2016‐17 budget. The increase is due to additional staff being added to the budget for the projected increase in enrolment of approximately 685 students. Staffing increases include classroom teachers, special education teachers and educational assistants . Staffing reductions were made in non‐classroom roles including educational consultant and coordinator roles, central resource and library support, secretarial support and business administration.

CAPITAL EXPENDITURES

The 2017‐18 capital projects will be funded as follows:

Funding from the Ministry of Education $ 4,920,985

Capital Reserves 3,050,000

(allocations made by the Board and Ministry funding during 2016‐17)

Allocation to Capital Projects by Saskatoon Public Schools 200,000

Total Capital Expenditures in 2017‐18 $ 8,170,985


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Capital Plan Source of Funding and Total Cost of Annual and Multi‐Year Projects

Facilities department:

Preventative Maintenance and Renewal 4,920,985$ ‐$ ‐$ 4,920,985$

City Park Accessibility Upgrades - 800,000 ‐ ‐ 800,000$

‐$

Furniture 1,200,000 1,200,000$

Portables:

Centennial Portable Classroom Reconstruction 1,000,000 ‐ ‐ 1,000,000$

Subtotal 4,920,985$ 3,000,000$ ‐$ ‐$ 7,920,985$

Other departments:

Technology ‐ 750,000 ‐ 750,000

‐

Special education ‐ technical aids ‐ ‐ 200,000 ‐ 200,000

Total capital projects ‐ all departments 4,920,985$ 3,750,000$ 200,000$ ‐$ 8,870,985$

Long‐term Debt

Source of Funding

2016‐17 Capital

Reserves

Capital Plan

2017‐18

Total Capital

Costs

Funding from

the Ministry


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2017‐2018 Capital Expenditures and Funding Sources

Facilities department:

Preventative Maintenance and Renewal for 2017‐18 2,460,493$ 2,460,493$ 2,460,493$ ‐$

City Park Accessibility Upgrades 200,000 600,000 600,000 ‐

Preventative Maintenance and Renewal for 2018‐19 2,460,493 (2,460,493) 4,920,985 ‐

Furniture 1,200,000 1,200,000

Portables:

Centennial Portable Classroom Reconstruction 500,000 500,000 500,000 ‐ ‐

Subtotal 3,160,493$ 7,220,985$ 2,300,000$ 4,920,985$ ‐$

Other departments:

Technology ‐ 750,000 750,000 ‐

Special education ‐ technical aids ‐ 200,000 ‐ ‐ 200,000

Total capital projects ‐ all departments 3,160,493$ 8,170,985$ 3,050,000$ 4,920,985$ 200,000$

SPS Capital

Plan

2017‐18

2017‐18 Funding SourcesTiming of Capital Expenditures

Capital Costs in

2016‐17

Capital Costs in

2017‐18

Use of Capital

Reserves in

2017‐18

Funding from

the Ministry ‐

2017‐18


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RESERVE TRANSFERS

No new allocations to capital projects have been made in the 2017‐18 budget.

ACTUAL RESERVE FUNDS AND LONG TERM DEBT The Board's operating reserves from Unrestricted Accumulated Surplus and Internally Restricted Surpluses totalled approximately $19.3 million as at August 31, 2016 ($19.2 million at August 31, 2015). At August 31, 2016, capital loans of the Board totalled approximately $12.8 million (compared to $17.7 million at August 31, 2015): Willowgrove School – construction $ 6,302,007 Energy Smart Program 1,873,738 Tommy Douglas Collegiate – construction and land costs 399,382 Centennial Collegiate – construction and land costs 283,016 City Park Collegiate – repurposing loan 2,278,109 Technology 1,369,965 Portables 327,966 $ 12,834,183

Unrestricted Operating

Internally Restricted

Operating Reserves Capital

Reserves Reserves

Reserve transfers to/(from) the Operating Reserves:

To the Reserve for Facility Repairs Related to Rentals (net) (15,000) 15,000 ‐

To Technology Replacement Reserve (600,000) 600,000 ‐

Total transfers (615,000)$ 615,000$ ‐$


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APPENDIX – ADDITIONAL FINANCIAL INFORMATION

Total Revenue Sources (including Capital) for the Year Ending August 31, 2018


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Total Revenue Sources (excluding Capital) for the Year Ending August 31, 2018


23

Total Expenses for the Year Ending August 31, 2018


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Student Enrolment 2008‐2017

* Enrolment based on total headcount

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