Accommodation Scenarios

and

Costing

•Enrolment Numbers Explained

•Scenario Generation

•Scenario Costing

Enrolment Numbers

• Average Daily Enrolment (ADE) represents the

average of October and March enrolment

numbers.

• Full Time Equivalent (FTE) represents a

measure of employed persons or students in a

way that makes them comparable.

• Students or Bodies simply represent the

number of students that attend the school

without consideration for the time invested.

Scenario Generation

Step 1 - An Iterative Process

1. Where are the students?

2. Where are the natural boundaries?

3. Is there space?

Scenario Generation

Step 2 – Enrolment and Room Analysis

1. Assemble the enrolment data for new boundary

and sub boundary areas.

2. Extrapolate enrolment projections for new

boundaries.

3. Roll projections into new scenario schools.

4. Generate room requirements

Scenario Generation S

cenario S

chool

Enrolment Analysis Full Time ADE ADE

JK SK JK SK 1 2 3 4 5 6 7 8 SE (FTE) Full Time

Enrolment 09/10 0 0

2010/2011 0 0

2011/2012 0 0

2012/2013 0 0

2013/2014 0 0

2014/2015 0 0

2015/2016 0 0

2016/2017 0 0

2017/2018 0 0

2018/2019 0 0

2019/2020 0 0

2020/2021 0 0

2021/2022 0 0

2022/2023 0 0

Note: Regular Class Enrolments =

SE Enrolments =

ADE =

Class Rooms Required ∆ Room Projection (Required-Current)

Primary 1/2 day (ACS 20) Primary full day (ACS 23) Primary (ACS 20) Junior (ACS 26) Intermediate (ACS 26) SE (ACS 10) Current Available Primary

Current Available Regular

Current Available SE

Class Room Analysis

1/2 Day Full Day

Enrolment 09/10 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0 0 0 0

2010/2011 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2011/2012 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2012/2013 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2013/2014 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2014/2015 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2015/2016 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2016/2017 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2017/2018 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2018/2019 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2019/2020 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2020/2021 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2021/2022 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

2022/2023 0.0 0.0 0.0 0.0 0.0 0.0 0 0 0

Note: Assumes average class size for Junior classes at 26 - that may be high in four years

Scenario Costing

1. Establish assumptions

2. Create base schools

3. Generate revenue and expense for each of the

base and scenario schools considering:

– Operations

– Renewal

– Transportation

– Administration

– Teaching and Support Staff

Scenario Costing

Expanded Financial Impact Analysis

Net Revenue - Expense

Operations Renewal Transportation Administration Teaching Staff TRA Staff Net Result Net Result w/o Teacher Savings

See Note 1 2 3 4 5 5 6

Expense Revenue Expense Revenue Incremental Expense Revenue Expense Revenue Expense Revenue

(Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings (Loss) Savings

Scenario 1

Scenario 2

General Notes: •General, (brackets) indicate a net loss to the school board, values subject to adjustments in OTG/ADE. Calculations based on 09/10 OTG and Oct31 official enrolments.

•Notes 1 thru 5 apply directly to unexpanded version of the Impact Analysis where a net result of the revenue-expense is shown instead of the individual expense and revenue values shown in this expanded version.

•Note 6 applies to Expanded Impact Analysis only.

1. Operations loss indicates a savings to the MOE/Tax Payer but not the amount indicated. Operations impact considers the net change in the Operations Grant and change in Operations Expense. Operations Grant is based on a combination of OTG and ADE. Generally a reduction in OTG reduces Operations Grant.

2. Renewal savings considers the net difference between the renewal grant lost as a result of closing school(s) and capital cost avoidance of closing the same school(s). Renewal costs for single year is assumed as 10% of the Formal Facility Review Total Costs for each facility + 25% for fees, contingency issues, collateral damage and scope enhancement when projects are undertaken. This is consistent with previous years approach. Analysis does not take into consideration that there is no Renewal Funding generated for new space for the first 5 years after construction.

3. Transportation loss is 10% of the incremental cost increase provided to the ARC previously. This is due to the 90% funding of transportation by the MOE.

4. Administration reflects the net difference between Administration Expense and Funding.

5. Teaching/TRA Staff reflects the net difference between Staff Expense and Funding based on ADE. While Staff expenses may increase or decrease based on deployment of the Staff, funding to the board remains the same. For this reason revenue in neutral.

6. Demonstrated net result of option(s) with and without Teaching Staff Savings. While most scenarios generate Teaching Staff Savings, if we assume that the number of students remains constant board-wide and there is no decision to increase aggregate class size, the number of teaching staff would remain the same. Such Teaching Staff 'saved' in these specific scenarios could then be redeployed system-wide to reduce the wide variation in class size where issues occur by school, by grade.