Background

Every spring, the OCDSB is required to finalize our annual budget for the next school year. This plan outlines how funds will be spent to support students across the district.

The OCDSB serves roughly 77,000 students in 148 schools. We employ more than 10,000 people and have an annual budget of approximately $1.2 billion.

Investing in Students

An education budget is much more than a fiscal spreadsheet. It’s an action plan outlining important investments to help all students reach their full potential. Behind the numbers, you will find:

  • Educational assistants there for learners with complex needs.
  • New computers and technology to spark a love of STEM.
  • Accessibility upgrades, roof repairs, new water fountains and plumbing.
  • Mental health professionals, guidance counsellors and wellness experts to support the well-being of students and staff.
  • Literacy training and new learning programs to boost reading skills.

The OCDSB recently released a new 4-year Strategic Plan built on three key priority areas - learning, well-being, and social responsibility. These strategic priorities guide the allocation of resources in the annual budget. Any new investments should advance the Board’s strategic priorities.

Financial Landscape

Most of the funding school districts receive is attached to the average daily enrolment of students (ADE). Enrolment growth provides additional flexibility in responding to funding changes and service demands, while declining enrolment reduces this flexibility. For the 2025-2026 budget process, the OCDSB is currently projecting enrolment to remain steady with no significant growth in 2026.

In 2021-2022 and 2022-2023, the Board had an accumulated surplus and was able to use these funds to make some key investments to offset some of the challenges experienced during and post pandemic. While those were important actions, the Board no longer has an accumulated surplus and is in a deficit position. The board must focus on reducing expenses and can fund new projects or initiatives with new provincial funding or by finding offsetting savings. An important part of current and future budgets will be to approve a balanced budget and where possible, rebuild a small surplus to ensure funds are available for future unexpected events.

The Board faces several financial challenges in the 2026 school year. The most significant are:

  • The Board must find $20 million in savings to balance the budget;
  • Inflation continues to add pressure in maintaining the delivery of current programs across the system; and
  • Other areas of significant pressure include Special Education and Replacement Costs.

The OCDSB is required to prepare a balanced budget. In Ontario, a school board is allowed to run a 1% deficit (of operating grants provided from the Ministry of Education) if it has surplus available to cover it, and provincial approval is obtained. The OCDSB no longer has an operating surplus, which means the budget must be balanced within provincial funding. The passing of a balanced budget is a key step in supporting the financial health of the organization and complying with Ministry guidelines.

Updates

Academic Staffing

On March 18, the Committee of the Whole discussed Report No. 25-013 - Staffing Plan for 2025-2026, which addressed both academic and non-academic positions within the District. Factors such as lower enrollment due to declining birth rates and fewer international students, along with lower funding and rising costs, necessitates staffing reductions. Accordingly, the 2025-2026 Staffing Plan identified reductions of approximately 99 academic positions and 80 non-academic positions. The plan aligns staffing resources with our strategic priorities and is critical to navigating a projected $20 million budget shortfall.

On March 25, the Board of Trustees approved the 2025-2026 Academic Staffing Plan. Academic staffing includes all school-based and central elementary and secondary teaching staff, principals and vice-principals. Approval of academic staffing is a key step in the annual budget process because it represents approximately 55% of annual operating costs. There are no expected layoffs to contract teachers, principals or vice-principals. Reductions will be absorbed through such means as retirements, resignations, leaves of absence and central staff returning to schools.

Non-academic staffing will be finalized in June following several public budget meetings. The District hopes that many of these position reductions can be achieved through natural attrition, including not filling some vacant positions.


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