Feb. 20, 2007 Major Pratt Feb 22, 2007 Shoal Lake 7:00 pm

1
Feb. 20, 2007 Major PrattFeb 22, 2007 Shoal
Lake700 pm
Park West School Division
Budget Presentation Meeting
2007-08 School Year
2
Agenda

• Division Planning/Priorities
• Enrolment
• Staffing- School and Divisional
• Ongoing Initiatives/Programs
• Revenues
• Expenditures
• Special Levy Required
• Mill Rate
• Recap
• Challenges for 2007-08 budget
• Questions

3
Demographic trendsA context for planning

• Like most rural school Divisions, Park West is
  experiencing considerable declines in enrolment.
• 1986 2754 students
• 1996 2450
• 2005 2110
• 2006 1904.5
• 2007 1782.5 (projected)

4
Division Planning
The Board of Trustees held a strategic planning
retreat on October 28 and 29, 2005 to review the
divisions long-term priority areas. They
reorganized their priority areas into three
categories education, operations, and
governance. A decision was taken to conduct a
review of the divisions infrastructure,
transportation, maintenance, and custodial areas.
Mr. Bill Shaeffer implemented the review and
made a draft available to the board on March 1,
2006. This was discussed at a focus group meeting
in June 2006. Based on this meeting, the Board
has decided to have community meetings in the
spring of 2007 to discuss possible futures for
our Division. The Board also approved a new
school review policy which gives clear and
transparent information to communities on when
and why a school is put under review. For
instance, the threshold numbers for K to 8 is an
average of five students per grade, while grades
9 through 12 must have an average of 14
students.  
5
More Planning

• The Board, Senior Admin, and principals attended
  a planning summit on Nov. 28 29, 2006.
• Participants discussed the division priorities,
  demographic trends, and fiscal challenges.
• The fiscal challenges are related to loss of
  students, program demands, aging infrastructure,
  new technology, and priorities/mandates from
  Manitoba Education.

6
Multi year plans

• Further to the Division plan, detailed long-term
  planning occurs in the following areas
• Schools
• Operations (transportation and maintenance)
• Technology
• Student Services

7
Park West School Division five-year priority areas

• EDUCATION
• Assessment
• Literacy
• Aboriginal education
• Arts education
• Vocational education
• Citizenship
• Alternative education

• OPERATION
• Transportation
• Maintenance
• Custodial
• Buildings
• Fiscal sustainability
• GOVERNANCE
• Evaluation of the Board
• Evaluation of the CEO
• Succession planning
• The evolving role of boards

8
Provincial Budget

• In the past years Manitoba education has
  increased the budget for school divisions by an
  amount equal to the economic growth factor for
  the province.
• This growth factor was predicted to be about 2.8
  for the 2007-2008 school year.
• Initially, we did not feel we would get any
  increase as our student population was decreasing
  by the same amount or more.

9
Provincial Budget (cont)

• A pleasant surprise was the injection of
  increased 2 in grants for all school divisions.
• This has resulted in an additional 102,000.00
  for Park West. It must be spent in common
  priority areas of both Manitoba education and our
  school division. It cannot be used for ongoing
  operational costs but rather onetime investments.
  
• It is the Boards intention to spend these funds
  in the areas of arts education, vocational
  programs, restructuring, science, and technology.

10
Assessment for and of learning

• Recent professional development for teachers has
  focused on the use of assessment to guide
  individual and class instruction.
• Elementary, middle, and senior years teacher
  teams are working on implementing new Divisional
  report cards. Most schools are piloting the new
  report card.
• Release time and professional development for
  teachers in the area of assessment has been tied
  to the provincial guaranteed grant increase of
  2.
• - 20 000. has been allocated for assessment
  release time

11
Literacy/Numeracy

• A halftime Curriculum Resource Teacher has been
  hired to support elementary classrooms. This
  position is entirely funded by categorical
  provincial grants.
• Staffing support for Reading Recovery has been
  reduced to be consistent with provincial funding
  levels and school demographics.
• - The costs associated with Reading Recovery
  will be reduced to the equivalent of a 0.9 fte
  teacher.

12
Arts education

• A Division-wide Kindergarten through Grade 6
  music program was implemented in 2003-2004.
• - This has been continued for 2006-2007 and
  requires 2.1 FTE teachers.
• Schools offering Band programs will receive an
  increase in staffing of 0.25 fte. This
  translates to a 0.75 fte increase across the
  Division.
• There will be a special grant 10,000.00 for the
  purchase of materials related to music programs.

13
Aboriginal Education

• We now have educational agreements with all four
  of our First Nation partners. These agreements
  include regular liaison committee meetings as
  well as jointly funded home-school personnel. The
  Aboriginal Academic Achievement provincial Grant
  of 97000 in 2004- 2005 has been reduced to
  42,000 in 2007- 2008. Most of this grant is used
  to jointly fund the above personnel and meetings.
• Federal government funding for education in First
  Nation communities is designed to force these
  communities to offer a complete Kindergarten
  through Grade 12 program and not purchase outside
  services. The reduced availability of high school
  teachers and their frozen salary grid continues
  to make this very challenging. Provincial school
  jurisdictions faced different challenges when
  trying to offer these services as our costs are
  tied to 2007 salaries and not 1998.
• We are working hard to ensure our schools and
  classrooms provide a welcoming environment for
  all students. The emphasis has been on caring
  and inclusive values, assets framework
  activities, and parental engagement.

14
Vocational education

• Partnerships with the apprenticeship branch,
  community colleges, and employers are expected to
  increase the opportunities for dual credits and
  future employment for graduates.
• We have signed an agreement with Assiniboine
  Community College for the fall of 2007. This
  will have ACC housed at Major Pratt with options
  available to all senior students in the Division.
• Vocational education continues to be a challenge
  across Park West School Division. Many of our
  schools do not have appropriate facilities.
• We presently coordinate evening options in
  welding, small motor mechanics, and domestic
  education. They provide additional options for
  all students across the Division.
• We will use a portion of the special 2
  provincial grant to upgrade the home economics
  facility at Major Pratt school. The bottom
  cupboards the four kitchen areas have not been
  upgraded in 35 years.

15
Technology

• We are planning to establish a virtual local area
  network to improve our communication and
  technology infrastructure. This will assist with
  delivering programs, professional development,
  telephones, servicing, and reliability.
• These plans call for a pilot installation in the
  Birtle area. If this pilot is successful, the
  network will be phased in across the Division
  over the next three to five years.
• - The cost will be approximately 125,000 per
  year.
• - The anticipated improvements in service once
  the network is established are expected to
  create savings of approximately 80,000 per
  year.
• - We would be very interested in partnering with
  rural municipalities and others in this
  initiative.

16
Citizenship

• Our core initiative for this priority area will
  be the Assets framework. A Division wide
  in-service and a series of student summits were
  held to review data from a recent student survey.
  
• Community committees, which will include student
  and staff representatives, will work at building
  and celebrating assets for all students.
• This initiative is funded over a three-year
  period with a yearly 45,000 special Grant
• Over half of our teaching staff have been trained
  in Restitution, a program intended to help
  students take ownership and responsibility for
  their own success.

17
Operations transportation area

• An external consultant implemented a study in
  March, which examined transportation issues
  including costs, safety, flexibility, age of the
  fleet, recruitment and other models with respect
  to both division owned and contractor operated
  buses.
• Trustees have decided to maintain our present
  arrangement which uses both Division and
  contractor-owned buses.
• Financial pressures from previous budgets have
  meant that we have not kept pace with the
  purchase of new buses.
• - Trustees are budgeting for the purchase of two
  new buses for this year to maintain an
  appropriate average age for our fleet. This will
  add an additional 200,000 to our budget.

18
Operations - maintenance area

• The March review also examined the current costs,
  number, and skills of employees in maintenance as
  well as future needs.
• We have a journeyman electrician and carpenter to
  meet our current needs and new regulations.

19
Operations custodial area

• The March review examined the job descriptions,
  quality of service, cost, and efficiencies with
  respect to both contract and division custodial
  employees.
• Trustees decided to maintain the status quo in
  this area.
• The Board targeted a reduction of 5 in space
  usage in the schools.
• - This reduction was in those buildings with the
  lowest utilization.
• - We ended up reducing 13 classrooms which is
  equivalent to a 5 reduction in classroom space.
  While the savings from this are modest it does
  take the Division in the right direction.

20
Operations buildings area

• An external consultant (Bill Shaeffer) reviewed
  our buildings with respect to student capacity,
  suitability for emerging needs, implications for
  maintenance and repair, possible community needs,
  and to effectively match space with future
  student demographics.
• - There is 25 more space for each Park West
  student than the provincial average for rural
  school divisions.
• - We are planning comprehensive reviews of our
  facilities so that this information can be
  presented to our publics during the
  restructuring meetings.
• Our buildings are old and maintenance costs and
  needs are significant. We need to invest
  significantly in new wiring and cabling in the
  technology area. It is a fiscally unsustainable
  to do this maintenance for all of our school
  facilities given changing demographics and
  emerging program needs.
• We have also met with the Public Schools Finance
  Board to determine if provincial funding would be
  in place if the decision is made to right size
  our school facilities to student demographics.
  The Public Schools Finance Board is very
  interested in working with us as a pilot
  division.

21
Governance - Board evaluation

• The emphasis of our governance model is on policy
  and data driven decisions.
• - The Board is planning to complete the work
  begun by Leroy Sloan on evaluation and policy
  development.
• New policies for school review and employee
  evaluations were approved.

22
Governance - Evaluation of CEO

• This is a yearly requirement by the Board of
  Trustees.
• - The mandate of the Board is to evaluate the
  CEO and not engage in the work of
  administrators.
• Under our policy, the CEO was evaluated in June
  of 2006.
• The Board is planning to evaluate their own
  performance this spring.

23
Fiscal sustainability

• The local levy is essential in financing the
  education of our students. Given this fact,
  communication with the public regarding the
  budget is critical.
• We need to keep infrastructure in line with both
  educational needs and student numbers.
• On an annual basis, we review our staffing
  formulae, Divisional staff, the number of
  buildings, class sizes, technology, subject
  choices, and the use and distribution of
  categorical funding
• Like all Divisions, Park West retains a moderate
  surplus as part of our plan for financial
  management.
• The Board allocates Vision 37 funds for important
  Divisional initiatives.

24
Governance - Board succession

• Park West School Division places tremendous value
  on the role of our Board of Trustees.
• The orientation of new and prospective trustees
  is an ongoing priority.
• - Considerable time is devoted to the training
  of existing and prospective Board members.

25
Changing role of trustees

• There is a need to promote and advocate for the
  public education system. This requires examining
  the manner by which divisions are financed. The
  current model includes a combination of
  provincial grants and local levy.
• How do we effectively govern a continually
  diminishing jurisdiction with expanding needs and
  reduced resources?
• Will there be opportunities for possible new
  partnerships?

26
Highlights of Divisional priorities

• Maintenance of programs currently in place
  (example Music, Special Ed clinicians,
  Vocational).
• Literacy and Numeracy classroom support.
• Partnerships and agreements with First Nation
  communities.
• Leadership development for prospective
  school-based administrators.
• Maintenance of committees related to priorities.
• Third year of 45,000 Grant for assets
  development to emphasize citizenship.
• Support for inclusion of all students with
  improvements in school accessibility (Bill 13).

27
Highlights of Divisional priorities

• Notice incentive for departing teachers.
• Purchase of two new buses.
• Reduction of all school staff based on declining
  student numbers.
• We have not reduced the number of clinicians and
  student services staff. The number of students
  with special needs has actually remained constant
  even though our overall numbers have dropped
  considerably.
• Technology investment in VLAN - 125 000.
• Support for professional development continued at
  2006 levels.

28
Surplus

• The Division used 569,859 of surplus to support
  2005/06 school year.
• Our surplus on June 30/06 equaled 1,662,912.
• - Our surplus remains in line with the auditors
  recommendation.
• - The Minister of Education would like surpluses
  to be lower across the Province.
• - However, unlike most Divisions, much of our
  surplus is tied up in with our educational
  partners. Our current outstanding restructured
  debt is 540,000.
• The amount of surplus being used to support
  proposed 06/07 budget will be 68,993.
• Trustees have always viewed the surplus as a
  necessary fund to assist with restructuring.
• - The policy of the Public Schools Finance Board
  would allow some of these surplus funds to be
  placed in a capital reserve for specified
  restructuring projects.

29
Vision 37

• The amount remaining in Vision 37 is 332,000.
• 100 000. of Vision 37 was allocated to Schools
  prior to amalgamation.
• 300 000. of Vision 37 funds was used to support
  initiatives identified by School Administration
  Group, including
• - Maplewood admin and Library software 5 000.
• - Accounting software for all schools to meet
  new accounting standards. 16 000.
• - Internet software for all schools. 22 000.
• - Student summit costs 17 000.
• - VLAN pilot project 30 000.00.

30
Total Enrollment
98/99 2436.0 99/00 2375.0 00/01
2334.0 01/02 2197.0 02/03
2203.0 03/04 2147.0 04/05
2138.0 05/06 2111.0 06/07
1904.5 07/08 1782.5

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From 06/07 to 07/08 a decline of 122 Students.
31
Student Enrollment
32
School Enrolment FTE
33
School Teaching Staff
34
Specialist Divisors

• There has been no change to the level of
• support for school specialists. The divisors
• remain unchanged.
• - School Admin K Senior 4 250 (min. .25)
• - Resource K Senior 4 200
• - Guidance 5 - Senior 4 350

35
Educational Assistants

• Block - one hour for 15 students.
• Level 2 approximately 0.5 FTE E.A. for each
  student or as required.
• Level 3 approximately 1.0 FTE E.A. for each
  student or as required.

36
Secretaries

• Secretaries based on enrolment (hours allotted
  daily)
• 200 .18
• 150 to199 .20
• 100 to 149 .22
• 50 to 99 .24
• 0 to 49 .28
• Hours given to School Secretaries per 5 students

37
Librarians

• Staffing here is based upon enrolment with a
• minimum of 1.5 hrs per day allocated to
• schools.
• Major Pratt 50/1
• K Senior 4 34/1
• K Grade 8 40/1
• 7 Senior 4 30/1
• Number of students per hour per day

38
Custodians/Bus drivers

• 5 schools have contract custodians.
• 9 schools have custodian time based on the
  formula 2900 Sq Ft 1 hr.
• 13 contractors have 22 routes.
• 28 routes have 28 employee bus drivers.

39
Division Staff

• 02/03 03/04 04/05 05/06 06/07 07/08
• Speech and Language 1.65 1.65 1.65 1.65 1.65 1.65
• Psychologist 1.05 1.05 1.05 1.05 1.05 1.05
• Information Technology0.75 0.875 0.75 0.90 1.00 1.
  00
• Technicians 2.00 2.00 2.00 2.00 2.00 2.00
• I. T. Resource 0.375 0.25 0.25 0.25 0.50 0.50
• Curriculum Resource 0 0 0 0 0.50 0.50
• Counseling 0.50 0.50 0.50 0.50 0.50 0.50
• Field Foreman 0.5 0.5 0.5 0.5 0.50 0.50
• Maintenance 4.5 4.5 4.5 4.5 4.5 4.50
• Shop Foreman 0.5 0.5 0 0 0 0
• Mechanics 2.0 2.0 2.0 2.0 2.0 2.0
• Shop Secretary -
  - 0.5 0.5 .5 0.50
• Total 13.825 13.825 13.70 13.85 14.20 14.70

40
Division Office Staff

• 01/02 02/03 03/04 04/05 05/06 0607 0708
• C.E.O./Supt 2.00 1.00 1.00 1.00 1.00 1.00 1.00
• Supt. of Programs - 1.00 1.00 1.00 1.00 0.60 0
  .60
• Secretary Treasurer 1.60 1.00 1.00 1.00 1.00 1.00
  1.00
• Director of Operations - 1.00 1.00 1.00 1.00 1.
  00 1.00
• Maintenance Supervisor 0.7 0 0 0 0 0 0
• Transportation Supervisor 0.7 0 0 0 0 0 0
• Student Services Coord.. 2.00 1.00 1.00 1.00 1.00
  1.00 1.00
• Curriculum Coordinator - 1.00 0.75 0.50 0.50 0.
  40 0.40
• Div Office Support Staff 6.00 6.00 5.75 6.00 6.00
  5.40 5.40
• Total 13.00 12.00 11.50 11.50 11.50 10.40 10.40

41
Total Employees FTE

• Division Office 10.40
• Division 14.20
• Teaching 125.10
• E.A.s (FTE based on 5.5 hr days) 61.78
• School Secretaries 12.55
• Librarians 8.00
• Custodians
• Contracts 5.00
• Non-contract (FTE 8 hrs) 10.75
• Bus drivers
• Contracts 22.00
• Non-contract 29.00

42
Assessment 2007/08
Total Assessment 358,883,670 0.5 increase
05/06 Per pupil assessment 162,493 06/07 Per
pupil assessment 179,336 0708 Per pupil
assessment 189,384
43
Provincial Revenue

• 2006/07 2007/08 Difference
• Base Support 6,372,513 6,339,597 (32,916)
  -0.5
• Categorical Support 2,444,027 2,606,433
  162,406 6.6
• Equalization 750,003 766,023
  16,020 2.1
• Special Project 0 102,600 102,600
  100.0
• D-Grant 102,507 111,060
  8,553 8.3
• Total C.B.E. 9,669,050 9,925,713
  256,663 2.7
• Vocational Equipment 35,500 35,400
  -100 - 0.2 Total Support 9,704,550
  9,961,113 256,563 2.7

Also the education rebate to farms and homeowners
will put about another 1.1 million into
Provincial revenue.
44
Revenues 2007/08

• Provincial 9,961,113
• Other Income
• Payroll Tax rebate 270,000
• Tuition Fees 764,100
• Substitute Fees 1,000
• Interest 25,000
• Transfer fees 20,000
• Other 13,000

Total revenue before special levy 11,054,213.00
Down from last year by 23,420 or .02
45
Revenue 2007/08
46
Expenditures by Frame Categories
Total Expenditures 18,200,961
05/06 Average cost per student 8,809.00 06/07
Average cost per student 9,414.00 0708 Average
cost per student 10,210.92 Increase of 796.92
per student
up from last year by 339,808 Or 1.9
47
Expenditure Summary
Blue is 0708 Green is 0607 Yellow is 0506
48
2007/2008 Special Levy Required

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Total Expenditure 18,200,961 Less
Provincial Revenue 9,961,113 Other
Revenue 1,093,100 Taken from surplus
0 Special Levy Requirement 7,146,748
49
Calculation of 2007 Special Levy
Special Levy Requirement 06/07 budget
6,788,129 Amt. Related to 06/07 included in 2006
3,013,930 Bal of 06/07 to be raised in
2007 3,774,199 Spec Req. 2007/2008
budget 7,146,748 Amt included in 2007 Spec
Levy 3,173,156 Surplus(applied)(raise)
0 2007 Special Levy for DSFM 446,142 2007
Special Levy for Division 6,947,356 Total
Special Levy 7,393,498
Increase of 578,431.00 or 8.49
1,100,000 came as rebate from the prov govt
6,293,498 from local rate payers
50
2007 Mill Rate
20.60 MILLS
A mill rate should not be used as a comparison to
other divisions. We use the amount of special
levy collected per resident student.
07/08 we will collect 3,897.46 per student 06/07
we collected 3,425.52 per student
51
Review

• Declining enrolment of 122 students.
• Reduce Teaching staff as per divisors by 9.725.
• Secretaries and Librarians as per divisors.
• Division Office Staff stays same.
• Provincial revenue up by 2.7 .
• Expenditures up by 1.9 totaling 18,200,961.
• Cost per student up by 797.
• 8.49 increase in Special Levy totally
  7,393,498.
• Special Levy per resident student is 3,897.46.

52
Challenges for our Division

• We have declining enrolment. A drop of 500
  students in todays provincial grant is
  equivalent to 2.8 million. This decline has
  resulted in a decrease of 1000 students since
  1986.
• There is taxpayer resistance to increases in the
  local levy.
• There are increased accountability expectations.
• There is a reduced capacity to meet increased
  expectations of the public system in the areas of
  vocational programs, arts education, languages,
  and special education.
• There are difficulties in recruitment and
  retention in the above program areas.

53
Challenges (continued)

• Equitable access to technology is an issue,
  particularly bandwidth and investment in older
  buildings for wiring and cabling.
• There are increased transportation costs for
  sparsely populated areas.
• There appears to be a lack of vision on a rural
  perspective by senior governments.
• - There is a lack of adequate provincial
  finances to support the full implementation of
  their program and policy mandates.
• - There is a lack of flexibility for local
  divisions in the management and delivery of
  their educational programs.
• Joint lobbying of senior governments by
  educational stakeholders is required.

54
Challenges (continued)

• Educational finance is presently based on student
  numbers which is a significant disadvantage for
  rural divisions.
• The equalization formula is a problem.
• Interagency collaboration is required with
  Health, Justice, Child and Family Services,
  municipal governments, and First Nation human
  services agencies.
• Facility reconfiguration or rationalization will
  be a big issue.
• We are currently living off our equity in
  facilities, equipment, resource materials, and
  employees.
• There has been a downloading of governance and
  expectations without the funding or flexibility
  to meet these requirements

55
Challenges (continued)

• New governance models or consortiums are needed
  to provide shared services, project
  collaboration, or facility use.
• What programs should be provided for students in
  kindergarten through grade 12? What would be the
  responsibility of parents or families?
• Instructional space needs to be appropriate to
  the existing and emerging educational needs.
• Meeting new building codes has big financial
  implications.
• Greater accountability is required both
  financially and educationally (EDI, Grade 3,
  Audit ).
• There are increased numbers of special education
  students
• (Level 2 3 ).

56
What we can agree about?

• The school division should meet the needs of the
  present generation without compromising the
  ability of future generations to meet their
  educational needs.
• School divisions are organized to provide for the
  student educational services (Kindergarten
  through Grade 12). They are not economic engines.
• Park West School Division has experienced a loss
  of nearly 500 students in the past eight years.
  The adjustment for this demographic loss requires
  reductions in the number of employees and bus
  routes, the closure two schools, and increases in
  the local levy.

57
What we can agree about?

• If we lose a similar number of students in the
  next eight to 10 years, there will have to be a
  greater rationalization of facilities, new
  partnerships, increased provincial grants, a
  larger local levy, and reduced services.
• We must meet to provincial mandate of educational
  services, policies, and mandate.
• Students and educational services to meet
  existing and emerging needs are more important
  than maintaining under-utilized facilities.

58
What we can agree about?

• The need for change to meet these new challenges
  should not be blamed on staff, administration,
  trustees, parents, provincial government,
  communities, or students. Scape-goating or
  generalized blame is simply not helpful.
• Status Quo will not work.

59
Thank you for participating in this important
process.

• Questions