Education - Province of Manitoba

Education Minister’s Briefing

2021 Premier Transition

November 2021

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TABLE OF CONTENTS

I. State of Manitoba ................................................................................................................ 2

II. Machinery of Government Summary ................................................................................... 9

III. Department Organization ...................................................................................................15

A. Department Responsibilities and Mandate ......................................................................15

B. Organizational Structure .................................................................................................17

C. Organizational Chart and Senior Leadership ..................................................................22

IV. Strategic Overview .............................................................................................................27

A. Urgent and Pending Issues ............................................................................................27

B. Significant Legal Actions Involving the Department ........................................................34

C. Strategic Priorities and Opportunities .............................................................................35

V. Impact of COVID -19 and Response Measures..................................................................38

VI. Status of Throne and Budget Speech Commitments..........................................................40

VII. Intergovernmental Affairs Overview ...................................................................................42

VIII. Fiscal Overview and Status of Special Operating Agencies/ Other Operating Agencies ....44

IX. Internal Structural Pressures.............................................................................................46

X. Legislative and Regulatory Overview .................................................................................48

XI. Agencies, Boards, and Commissions Appointment ............................................................49

XII. Appendices ........................................................................................................................50

A. Departmental/ Cross-Departmental Committees and Advisory Committees ...................50

B. Statutory Responsibilities of the Minister / Legal Framework ..........................................54

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II. Machinery of Government Summary

Machinery of Government

This section focuses on the existing structure, machinery and procedure of government.

Premier’s Office

Partisan political staff occupy ‘technical’ (non-civil service) positions in the Premier’s Office and provide policy advice and support. Key staff and functional areas of support typically include the Principal Secretary, Chief of Staff, Communications and Stakeholder Relations, and the Premier’s Secretariat.

Executive Council

The Executive Council is the central, senior executive authority in government. It is the Premier’s Ministry – ‘department of the Premier’. Its mission is to support the Premier and Cabinet in fulfilling their commitments and undertakings. Within Executive Council, members from the public service work in tandem with the Premier’s Office to support the Premier and Cabinet and the achievement of the government’s priorities.

Office of the Clerk of the Executive Council

Composed exclusively of public servants, the Office of the Clerk is responsible for supporting the work of the Clerk and of Cabinet. The Executive Council Office is comprised of three primary division: Cabinet Operations and Planning Division, Policy and Research Division, and the Communications and Engagement Division. The Cabinet Operations and Planning Division supports the Clerk on the planning and delivery of government’s agenda as Cabinet Secretary. The Policy and Research Division advances strategic, long-term policy work across departments in alignment with overarching government priorities and whole-of-government thinking. Lastly, the Communications and Engagement Division is in the ECO and serves the whole-of-government in communicating to and from Manitobans.

Ministerial Office Staff Administrative staff in Ministerial offices (e.g., Correspondence Secretaries, Assistants to Ministers, Appointment Secretaries) are public servants. Their experience and knowledge are critical to the effective operation of Minister Offices and departments. On a day-to-day basis, they function within the parameters set by ministers and their staff.

Cabinet

Cabinet is a forum for Ministerial consultation and coordination. It is the highest decision-making body in government. It offers the premier and Ministers the opportunity to meet with colleagues to make proposals, outline interests or concerns, and collectively contribute to the decision-making of government. Fundamental Cabinet principles are confidentiality, consensus, and solidarity.

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Cabinet Committees

Priorities and Planning (P&P)

Mandate: Advises on policy direction and priorities to Cabinet and oversees the implementation of government’s priorities.

Treasury Board (TB)

Mandate: Treasury Board’s role is to make resource allocation decisions within the context of Cabinet’s direction. In fulfilling this objective, Treasury Board provides a forum for the specific review of the financial and human resources required to fulfill departmental proposals. Generally, even policy issues requiring Cabinet review would be considered first by Treasury Board from a resource requirement perspective prior to referral to Cabinet.

Regulatory Accountability Committee (RAC)

Mandate: RAC was established by legislation to oversee and promote regulatory accountability and red tape reduction across government. Its mandate has expanded to include review of all legislative proposals. RAC is mandated to oversee the modernization of regulatory development practices within government. This is accomplished by promoting alternatives to regulation and current best practices with departments and government agencies, encouraging simple, high quality, efficient regulatory requirements. The goal of these efforts is to reduce the administrative burden on external stakeholders associated with regulatory requirements and to reduce internal costs for government.

All Aboard (Poverty Reduction)

Mandate: Responsible for advising on poverty-related policies, programs and services. Provides advice on the poverty reduction strategy, monitors implementation, and facilitates community involvement in strategy development.

Public Sector Compensation Committee (PSCC)

Mandate: Review and consider public sector management and labour relations issues and resulting strategic options in a fiscally responsible and sustainable manner. Review and direct specific public sector compensation mandates for bargaining purposes, ensuring necessary oversight and consistency. Align direction with broader fiscal challenges and imperatives, ensuring that mandates reflect government’s ability to pay. Ensure mandates reflect Manitoba’s relative economic position within Canada. Ensure overall direction balances and supports government’s priorities as to service delivery, through retention and recruitment of qualified and competent employees.

Economic Growth Committee of Cabinet (EGCC)

Mandate: Oversee a whole-of-government approach to growing the provincial economy and to deliver on the Economic Growth Action Plan's key outcomes. Mandate is to ensure that the government's approach towards economic development is comprehensive and strategically aligned across provincial departments and agencies.

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Gender Based Violence Committee of Cabinet (GBVCC)

Mandate: Integrate services and takes a whole of government approach to co-ordinate policies, legislation and initiatives on pervasive issues such as domestic and sexual violence and harassment.

Central Agencies, Departments, and Supporting Bodies

Treasury Board Secretariat

Situated within Manitoba Finance, the Treasury Board Secretariat provides financial and analytical support and advice to the Chair of Treasury Board (normally the Minister of Finance) and to Treasury Board in fulfilling expenditure management responsibilities.

The Department of Finance

The department is responsible for managing the province's fiscal and financial resources, allocating funds to other governmental departments, labour relations and employment standards, consumer protection, business services and promoting an open government and engaged Manitobans.

The Regulatory Accountability Secretariat

Currently located within the responsibility of Legislative and Public Affairs, the Regulatory Accountability Secretariat (RAS) provides analytical and operational support to the Regulatory Accountability Committee of Cabinet. The RAS also acts as the provincial government’s representative on pan-Canadian forums to remove trade barriers that impede the free flow of labour, capital and goods and services amongst provinces.

Civil Service Commission

The Civil Service Commission (CSC) provides human resource services and management for the Manitoba government consistent with the provisions of The Civil Service Act. This organization reflects the consolidation of responsibility for the human resource function from departments to the CSC which occurred in 2010.

Intergovernmental and International Affairs

Intergovernmental Affairs provides strategic advice, analysis, and support to the Premier of Manitoba on matters of intergovernmental and international significance to Manitoba. This includes matters concerning Manitoba’s relationships with the federal government, other provincial and territorial governments, as well as on Manitoba’s international relations, activities, and interests, including trade agreements.

Central Services

The Department of Central Services was established in 2019 to focus on modernization of government services including procurement, Information Technology (IT), and capital management with the mandate to be the service delivery organization for government.

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Legal Services Branch

The Legal Services Branch, situated within the Department of Justice, functions as the law firm to the provincial government. It provides legal services to all government departments, agencies, boards, commissions, committees and government corporations that do not have their own legal counsel. The role of the Legal Services Branch flows from the constitutional and statutory responsibilities of the Attorney General as the chief legal advisor to government and the guardian of the public interest.

Legislative Counsel

Legislative Counsel, situated in the Department of Justice, prepares all Manitoba bills, acts and regulations in English and French as well as consolidations of current acts and regulations. The office also provides advice and assistance as the Law Officer of the Legislative Assembly in the manner contemplated by the Rules of the Assembly. Publishes acts and regulations on the Manitoba Laws website, and provides French translation services to the Legislative Assembly.

Protocol Office

The Manitoba protocol office facilitates official visits to Manitoba; acts as Manitoba’s principal point of contact for the numerous countries that comprise Winnipeg’s Consular Corps; serves as the secretariat to the Order of Manitoba Advisory Council; provides event and travel support for the Premier’s (or Deputy Premier’s) office; provides logistical support for Cabinet Shuffles and ceremonial aspects of the Cabinet Swearing in event; and organizes ceremonial aspects of the Speech from the Throne Ceremony, among other responsibilities. Formally with Intergovernmental Affairs, it is now situated in the Office of the Minister of Legislative and Public Affairs.

Existing Departments

1. Advanced Education, Skills and Immigration (AESI) 2. Agriculture and Resource Development (ARD) 3. Central Services (CEN) 4. Civil Service Commission (CSC) 5. Conservation and Climate (C&C) 6. Crown Services (CS) 7. Economic Development and Jobs (EDJ) 8. Education (ED) 9. Families (FAM) 10. Finance (FIN) 11. Health and Seniors Care (HSAL) 12. Indigenous Reconciliation and Northern Relations (IRNR) 13. Intergovernmental Affairs (IGA) 14. Justice (JUS) 15. Legislative and Public Affairs (LPA) 16. Manitoba Infrastructure (MI) 17. Mental Health, Wellness and Recovery (MHWR) 18. Municipal Relations (MR)

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19. Sport, Culture and Heritage (SCH)

Secretariats and Special Offices

1. Accessibility Compliance Secretariat 2. Francophone Affairs Secretariat 3. Manitoba Status of Women Secretariat (MSW) 4. Multiculturalism Secretariat 5. Climate and Green Plan Implementation Office 6. Social Innovation Office

Deputy Ministers

The highest ranking public servants, namely the Deputy Ministers and the Clerk of the Executive Council, are appointed by Order in Council. Deputy Ministers are appointed on advice of the Clerk of the Executive Council. The Deputy Minister is the principal source of support for a Minister in fulfilling his or her collective and individual responsibilities and respecting his or her accountability to the Legislature.

Machinery of Government and Procedural Matters

Cabinet Committees – Protocols and Procedures

Traditionally, Cabinet has met in the Executive Council Chamber (Room 208) on Wednesdays, weekly when the House is sitting and less often when it is not, with attendance restricted to Cabinet members, a small number of Executive Council Office and Premier’s Office staff, none of whom participate in discussions unless specifically requested to do so.

Discussions at Cabinet are open and confidential, with Ministers bringing to the table proposals within their area of responsibility. Decisions are made by consensus and reflected in Cabinet “minutes”, distributed to Ministers and departments by the Clerk of the Executive Council.

Setting Priorities

Mandate Letters: Since 2016 in Manitoba, the assignment of responsibilities to Ministers has been formalized through the issuance of a mandate letter from the Premier to the Minister. This confirms the responsibilities assigned to each minister, policy goals, performance expectations, and commitments. The letters are published on the government’s external website. Traditionally, these have been drawn from the party’s electoral platform.

Officers of the Legislative Assembly

Officers of the Legislative Assembly (OLAs) are responsible for upholding and promoting the fundamental principles of democracy, fairness, transparency and sound governance. Each OLA is assigned a specific mandate through statute to oversee that these principles are respected in the operations of executive government.

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There are currently six OLAs in Manitoba, two of which (Conflict of Interest Commissioner and Information and Privacy Adjudicator) are combined operationally:

1. Auditor General 2. Chief Electoral Officer 3. Children’s Advocate 4. Conflict of Interest Commissioner 5. Information and Privacy Adjudicator 6. Ombudsman

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III. Department Organization

A. Department Responsibilities and Mandate The department of Education has the success of all Manitoba children as its top priority:

Our vision is that all students receive a high-quality education to achieve their full potential.

Our mission is to provide a high-quality and sustainable K-12 education system through leadership and collaboration, to enable all students to develop the knowledge, skills and attributes to achieve success and lead rewarding lives.

Manitoba Education’s mandate is to provide leadership, funding and oversight to ensure a consistent standard of high-quality Kindergarten to Grade 12 (K-12) education is available to all students across the province. The department sets the overall strategic policy direction and allocates funding to the K-12 education system, ensuring accountability for student outcomes. The department is responsible for setting the Manitoba curriculum and the provincial assessment program, as is responsible for the overall legislative and regulatory structure governing K-12 education in Manitoba through its four official school programs (English, Français, French Immersion, and Senior Years Technology Education).

The department works in collaboration with education partners, which includes the 37 public school divisions and 115 independent schools. The department also engages with other departments and agencies to ensure a holistic approach to the well-being and success of Manitoba’s students, as well as to support other whole-of-government priorities. These opportunities and challenges include addressing (among others): child poverty, mental health, nutrition, child and family services, early learning and child care, youth justice and programming, inclusion supports, health and public health, as well as fiscal strategy and taxation. The department, along with education partners, is committed to addressing the Truth and Reconciliation Commission’s Calls to Action.

Manitoba Education represents government at various inter-provincial tables including the Council of Ministers of Education, Canada (CMEC) to ensure Manitoba’s priorities are recognized and to benefit from national and international projects and initiatives.

In fulfilling its role, the department: • sets policy direction for the education system, • administers funding and ensures accountability of system partners, • develops legislation, regulation and policy, • provides oversight to ensure compliance and monitoring for outcomes, • develops and evaluates curriculum and curriculum resources to support implementation

and assessment of curricular outcomes, • ensures inclusive education, • certifies teachers and school professionals, • advances French language education (with responsibilities that also extend from early

childhood education into post-secondary education), • supports Indigenous education as part of Truth and Reconciliation, and

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• researches, develops, funds and evaluates initiatives to improve outcomes for Manitoba K-12 students.

The department’s role is largely accomplished by way of its statutory authorities, primarily through The Public Schools Act (30 regulations),The Education Administration Act (11 regulations), and The Community Schools Act (1 regulation). The department also relies on other central authorities, such as The Financial Administration Act, owing to the fact that school divisions are Other Reporting Entities and therefore part of summary government.

The department’s other major policy lever is the substantial funding allocated to the K-12 system. The department’s budget for core operations is $1.7B. The support to school divisions accounts for the majority of the department’s budget with funding totaling $1.35B. Funding of $128.4M to the Teachers’ Retirement Allowances Fund is also provided to cover the employer’s share of current teacher service contributions. In addition, the department has a $260.4M capital budget to provide for infrastructure renewal projects, new schools projects, and major additions and renovations in school divisions.

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B. Organizational Structure Divisions and Branches

Finance and Administration

• Financial & Administrative Services Branch

Financial and Administrative Services ensures that the comptrollership function of the department is appropriately maintained and meets the needs for financial control and accountability, and the reporting, safeguarding, and protection of financial and physical assets.

System Performance and Accountability

• Education Funding Branch • Governance and Policy Branch

The System Performance and Accountability Division is responsible for the governance structures, policy, and planning for the K–12 education system, and is responsible for the allocation and stewardship of education funding and resources, including the design of sustainable funding structures. The division oversees the requirements and certification for the teaching profession in Manitoba, legislative and legal matters, and leads the policy and oversight for independent and international education.

Planning and Transformation

• Transformation Management Office • Business Support Services Branch • Data Analytics Unit • Continuous Improvement Branch • Strategic Initiatives and

Engagement Unit

Planning and Transformation provides leadership of the department’s transformation strategy and oversees an integrated plan based on the identified priorities. The division oversees sector engagement, strategic planning, change management, and transformation project delivery, along with other strategic initiatives, including the department’s balanced scorecard and the employee engagement strategy.

Student Achievement and Inclusion

• Bureau de l’éducation française Branch

• Learning and Outcomes Branch • Inclusion Support Branch

The Student Achievement and Inclusion Division is responsible for a policy framework that improves classroom teaching, learning, and assessment; builds capacity; improves school effectiveness; and oversees best practices and evidence-informed policy through research, monitoring, and evaluation. The division oversees and coordinates a range of inclusion support services to ensure the success and well-being of students with special learning needs.

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Indigenous Inclusion Directorate

The Indigenous Inclusion Directorate (IID) works in collaboration with sector partners, stakeholders and other government departments to ensure an inclusive approach to Indigenous education and training throughout the province. IID helps to ensure that all Manitoba students and educators learn about the histories and cultures of Indigenous peoples, the legacy of residential schools, and the significance of Treaties and the Treaty Relationship in the present day. The Directorate also oversees the Community Schools Program to mobilize training, resources, and services for use in community school programs and network schools.

The department does not have any areas which operate independently under statutory mandates, but report administratively.

Governance Structures

Given the mandate of the department, there are currently structures in place to support three critical priorities: (1) the department governance for execution of overall strategy and delivery of services and programs; (2) the transformation agenda; and (3) COVID-19 response and recovery.

Department governance structure

Body Membership Purpose

Executive Management Committee (EMC)

All direct reports to the Deputy Minister, as well as the department’s Human Resources Director. On a monthly basis, ADMs from Central Services are invited to discuss issues related to the Schools Capital program.

• Weekly meetings for strategic discussion and advancement of high-level department initiatives and priorities.

• Quarterly strategic planning sessions for core business and connection to BEST Strategy

Senior Leadership Team

Direct reports to all of the Assistant Deputy Ministers across the department.

Launching fall 2021, as part of the department’s employee engagement strategy. Meets quarterly to advance change management work, as well as other priorities.

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Divisional Leadership Teams

Divisional direct reports to Assistant Deputy Ministers/other members of EMC.

Frequency varies by division/area. Leadership teams will meet regularly to discuss strategy, as well as operational issues.

Transformation governance structure

The transformation program for the K-12 system has its own structures in place to ensure a coordinated, consultative and transparent delivery of government commitments under the BEST strategy. Coordinated by the Transformation Management Office, the strategy is also supported by:

• Transformation Management Board (TMB): An internal working group to manage the BEST strategy. TMB is chaired by the Minister of Education and includes senior officials from government to ensure a whole-of-government perspective.

• Transformation Leadership Team (TLT): Responsible for the leadership of the education transformation program, with individual members responsible for specific initiatives and work streams. Comprised of departmental leaders and education stakeholders.

• Education Transition Advisory Panel (TAP): This Panel is exclusively made up of education experts who will advise as subject matter experts to Manitoba Education, the Transformation Leadership Team and project work teams. They will also provide information, analysis and/or advice to project teams and leaders.

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• Transformation Advisory Committees: Engagement with stakeholders is critical to inform the design of commitments under the strategy. Representatives are drawn from the education sector, as well as other experts from community and related sectors across the province.

COVID-19 governance structure

The response to COVID-19 in the education sector quickly evolved from an emergency response to a situation whereby a more stable structure was required to support the safety and continuity of learning for students across Manitoba. COVID-19 has been a significant challenge for the K-12 system in Manitoba and beyond for over a year and half, with two extended periods where in-class learning was suspended or limited.

Manitoba Education works closely in partnership with Public Health and education stakeholders to develop, implement and adapt a coordinated pandemic response for the education system.

• Public Health is responsible for public health orders and guidelines, informed by feedback from the department and education stakeholders.

• School divisions and schools are responsible for ensuring continuity of learning and adherence to public health guidelines.

• Manitoba Education ensures continuity of its essential services, adaptations to education policy, and facilitates consultation amongst system partners to the benefit of government decision-making and communications to the field.

The primary body for sectoral planning and consultation is the Response Planning Team (RPT), co-chaired by Manitoba Education and the Manitoba Association of School Superintendents, and involving education and public health representatives. Planning includes a focus on mental health, well-being, and learning within a context of safe and healthy schools. The Manitoba School Boards Association (MSBA) also chairs an Operations Table comprised of division leadership and stakeholder organizations. This table support the implementation of the health and safety measures and MSBA feeds this work into the Response Planning Team.

The department works closely with public health officials to support guidance to schools. Policy decisions related to changing public health measures in schools are reviewed by the Deputy Minister’s Central Coordinating Committee.

The department uses an Incident Command System to support rapid identification of issues, actions and resolutions. The department has also established a dedicated Notification Support Team to respond to cases in schools, including official school inquiries, supporting the process, liaising with Public Health to address issues and concerns. The Notification Support Team is available to school officials seven days per week, excluding statutory holidays.

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Key Vacancies

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C. Organizational Chart and Senior Leadership

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DANA RUDY Deputy Minister of Manitoba Education

CHRISTINA MOODY Assistant Deputy Minister Student Achievement and Inclusion Division

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SARAH WHITEFORD Assistant Deputy Minister System Performance and Accountability

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MONA PANDEY Acting Assistant Deputy Minister System Performance and Accountability

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COLLEEN KACHULAK Assistant Deputy Minister Planning and Transformation

CLAIRE BREUL Executive Financial Officer Administration and Finance

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HELEN ROBINSON-SETTEE Director Indigenous Inclusion Directorate

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Options and Recommendation:

Contact Person:

Christina Moody, Assistant Deputy Minister, 204-945-7935

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2. Issue Title: Moving Forward with Education Reform

Timeline for Action:

High Level Summary:

• Bill 64 overshadowed sector-supported priority actions related to student outcomes withinthe BEST strategy, which were themselves built from the extensive engagement via theLiteracy and Numeracy Summit (2018) and the K-12 Commission (2019/2020).

• There is an opportunity to refocus the conversation toward all of the commitments in theBEST strategy that address student learning and outcomes, renewal, parent and communityengagement, and building capacity.

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Current Status:

• Throughout October 2021, the department is engaging with stakeholders to build commonunderstandings and shared priorities.

• The parent engagement task force has completed its work and has submitted theirrecommendations to the Minister.

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Confidential Advice to Minister:


Contact Person:

Sarah Whiteford, Assistant Deputy Minister, 204-794-1684

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3. Issue Title: Truth and Reconciliation

Timeline for Action: 2021/22 School Year and Beyond

High Level Summary:

• Given the legacy of residential schools, education is the most important place todemonstrate commitment and to prioritize Truth and Reconciliation.

Current Status:

• The department is advancing truth and reconciliation within the education system by buildingcapacity through the Indigenous Inclusion Strategy Mamàhtawisiwin to be released in Fall2021. Onboarding will start with school superintendents in October 2021.

• Treaty education is being prioritized with a target to have 6,300 teachers trained in 2021/22.We are in year 3 of 5 of funding with the Treaty Relations Commission of Manitoba.

• Ongoing partnership with Manitoba Aboriginal Languages Strategy will increase support forAboriginal languages education, teacher training, and the creation and promotion ofeducation programs throughout the province.



Contact Person:

Helen Robinson-Settee, Director, Indigenous Inclusion Directorate, 204-945-4763

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4. Issue Title: Sustainable Funding


High Level Summary:

• The department administers funding of $1.35B for K-12 Education. This will grow to over $3B annually once education property taxes are eliminated.

• There are several challenges in ensuring equity and sustainability of funding, including: o Ensuring a sustainable funding model given significant financial pressures in the

system. o Increasing financial accountability to ensure funding is directed to where it is

needed most and is used to advance key priorities for the sector. o Ensuring fair and equitable funding allocation across the system to support the

priority of improving student outcomes.

Current Status:

• The department is preparing for the launch of the Funding Model Review. The new funding model will be tied to an accountability framework and will increase equity, transparency and accountability while reducing red tape.

• Bill 45 received Royal Assent May 20, 2021.

• The Manitoba government committed to an investment of an additional $1.6 billion in the education sector over 4 years, which includes an additional $350M for capital. This will help accelerate the delivery of new school builds. Eight of the 20 new schools are either complete or in construction, including the previously completed 9-12 school in Niverville and K-8 schools in Winkler, Brandon and two in North Winnipeg. The K-8 and the 9-12 schools in Waverley West started construction in the summer and fall of 2021 respectively. Land purchases have been completed or are in progress for the remaining schools.


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Contact Person:

Mona Pandey, Acting Assistant Deputy Minister, 204-470-2782

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5. Issue Title: System Improvement and Accountability


High Level Summary:

• The Commission on K-12 Education emphasized that restructuring of the education systemwas necessary to drive improved student outcomes.

• Manitoba has the highest number of school divisions and trustees per student, with amongthe highest spend on administration. Access to programming, services and supports tostudents varies depending on where you live. These disparities are highlighted by theCOVID-19 pandemic.

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Current Status:

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Contact Person: Sarah Whiteford, Assistant Deputy Minister, 204-794-1684

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B. Significant Legal Actions Involving the Department

Case Description Status

Boucher v Manitoba

Since 2015 the Government of Manitoba has been served with a number of statements of claim concerning the sexual and physical abuse of Metis children attending public day schools in rural Manitoba between 1940 and 1980.

McHale, Philips and Stone v Manitoba

In 2017 three parents filed a complaint with the Manitoba Human Rights Commission alleging the Manitoba government discriminates against them and their children by not including gender identity or sexual orientation in their curriculum and learning materials. The Commission dismissed the complaint in 2019.

In August 2021, the Queen’s Bench concluded a judicial review of the Manitoba Human Rights Commission’s decision to dismiss the complaint. The court ordered the Commission to reconsider their decision, indicating that sufficient justification was not provided to explain their rationale.

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C. Strategic Priorities and Opportunities

1. Issue Title: Advancing Opportunities for All Students

Timeline for Action: Winter 2021 – Winter 2022

High Level Summary:

• The current K-12 education system is not working for all Manitoba students. The pandemicunderscored inequities and inconsistencies in the system.

• The complexity of the system including funding through education property taxes hasresulted in varying degrees of inequity for students across Manitoba including connectivity,access to vocational and other programming and limited options for Indigenous andFrancophone students.

Current Status:

Online and remote learning is an important tool to support immuno-compromised students and respond to individual learning needs.

Exploring Shared Services – Previously proposed changes in governance under Bill 64 would have established a single education authority to streamline administration across 37 school divisions and create responsive and consistent services across the province and close the gaps for items like IT – particularly for smaller school divisions.

Educational Programming Alignment to labour market opportunities - The department is developing a Future Ready framework as a guide for educators to build seamless transitions and pathways for Manitoba students to become future ready and provide every student authentic, agile skills and competencies that will be transferable between their career, social and academic life.



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Contact Person:

Colleen Kachulak, Assistant Deputy Minister, 204-396-3614

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2. Issue Title: Enhancing Student Supports


High Level Summary:

• The K-12 Commission heard from teachers, parents and students about the importance ofincreasing student engagement and ensuring that student mental health and wellbeing isprioritized across government and the education sector.

• As students, staff and families continue to live through the COVID-19 pandemic, attentionand resources focused on mental health and well-being is critically important, now morethan ever.

Current Status:

• A provincial Student Advisory Council was established to provide advice, insights and afocused youth perspective to the Minister of Education on topics that are current andemerging for Manitoba K-12 students.

• To respond to the needs of schools right now over $1 million was announced in September2021 to support mental health initiatives for staff and students in addition to the previouslyannounced $40 million has been allocated to schools, on a per pupil basis to support a safereturn to school by promoting mental health and well-being.

• Broad areas of investment include service navigation and coordinated mental healthsupports for the education workforce, suicide prevention training, direct instruction forstudents on how to ask for help when they need it, training for teachers in trauma informedinstructional practices, culturally appropriate mental wellness supports in schools, andawareness building of the importance of regular student attendance to promote well-beingand achievement.

• A provincial steering committee that includes EDU, MHWR, Manitoba Adolescent TreatmentCentre, Canadian Mental Health Association and school divisions has been established tooversee and coordinate the joint mental health strategy during the 2021/22 school year.



Contact Person:

Allan Hawkins, Executive Director, 204-945-7911

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3. Issue Title: Continuous Improvement and Data-Driven Decision Making


High Level Summary:

• is being developed in tandem withseveral priority actions in the BEST strategy, including a new curriculum framework, studentassessment program renewal, a school leadership framework, a provincial attendancepolicy and Mamahtawisiwin, an Indigenous Inclusive education strategy.

•will be integrated into school division planning and reporting through a

renewed K-12 Framework for Continuous Improvement (FCI). Regular analysis andreporting of student data including Indigenous student achievement, along with enhanceddata and analytics will be possible with a new provincial student information system (SIS).

Current Status:

• Scoping for a Provincial SIS is underway to support timely access to data on studentachievement, attendance and well-being at all levels of the system ($1.6M allocated), whichincludes consideration of a common student identifier to facilitate tracking across systems.

• A working group of senior school division leaders, with geographical representation acrossthe province, is being established to renew the K-12 FCI in preparation for the 2022-23planning and reporting cycle.

• Confidential Advice to Minister:


Contact Person: Colleen Kachulak - Assistant Deputy Minister – Planning and Transformation 204-396-3614

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V. Impact of COVID -19 and Response Measures

High Level Summary:

• Manitoba Education (EDU) works closely with public health officials and Kindergarten to Grade 12 (K-12) stakeholders on the COVID-19 response for the K-12 education system. The K-12 guidelines mirror the public health recommendations and orders for community and seek to protect the health and safety of students, school staff and their families.

• The province provides masks, as well as other personal protective equipment, to schools and school divisions for distribution to students and staff as needed. Rapid tests are now being provided to support implementation of the mandatory testing orders.

• EDU has ongoing communication and engagement of stakeholders, including the K-12 COVID-19 Response Planning Team (RPT). RPT is an education stakeholder committee established in April 2020 to oversee K-12 response planning.

• The provincial Restoring Safe Schools guidelines for the 2021-2022 school year enabled schools to reopen in September at Yellow (Caution) level. All K-12 students returned to full-time in-class learning with contingency plans in place. Four priority areas will guide planning as students and staff return to class:

o health and safety measures recommended by public health, o promoting mental health and well-being, o assessing and addressing learning impacts, and o vaccinating Manitobans through outreach and promotion.

• In the 2021/22 school year, $58M has been allocated to support the priority areas of health and safety, mental health and well-being, and assessing and addressing learning impacts.

• Case and contact management of COVID-19 cases in schools is guided by the provincial Toolkit for Notification of Cases in Schools. The Toolkit is used by school administrators when working with public health to manage cases in schools. Public health and EDU have updated the Toolkit for the 2021/22 school year to reflect changes to case and contact management in the community (e.g., isolation requirements reduced to 10-days). Mask use in schools will be one factor public health will use to assess whether close contacts in schools are required to self-isolate or not.

• Manitoba Education has developed the COVID-19 Dashboard: School-Aged Cases and School Staff Cases in Manitoba which has been used by families and education stakeholders for current and cumulative information on cases associated with schools.

• The province launched the Manitoba Remote Learning Support Centre in January 2021 to provide direct remote learning supports for Kindergarten to Grade 8 students and teachers. The province has committed $5 million to the Manitoba Remote Learning Support Centre to provide remote learning for students who are immunocompromised and continue to require remote learning in 2021/22.

children ages 5-11. Approval is anticipated in the next few months.

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Current Status:

• Public health data shows that in-school transmission of COVID-19 in schools was low andthat mitigation efforts were successful in the 2020/21 school year. Canadian studies havedemonstrated that remote learning in the pandemic caused feelings of social isolationamong students, which negatively impacted their mental health.

• EDU partnered with Mental Health, Wellness and Recovery to invest $1M into mental healthand wellness initiatives for 2021/22, in addition to the $2M invested in the previous schoolyear as well as the Safe Schools Funding that can support mental health and well-being.

• On September 24, 2021, public health officials issued orders requiring all designatedprovincial public service employees who have ongoing or prolonged contact with vulnerablepopulations, including children, to undergo frequent COVID-19 testing if they do not provideproof of full vaccination. Staff within all school divisions, school districts and independentschools, practicum students and volunteers must present proof of full vaccination or undergotesting up to three times per week. Deadline for implementation is October 18.

• Regional health authorities have proceeded to schedule school-based COVID vaccinationclinics, targeting schools in communities with low vaccination rates in order to increaseaccess and reduce barriers. Only one school division (Garden Valley) has opted out ofoffering school-based the clinics. Clinics will run until November 2021.

• Over 90 clinics had been scheduled by the end of September, and over 250 schools arescheduled for October.

• Consultation with a broad base of education stakeholders contributed to the successfulimplementation of COVID-19 vaccine clinics in schools for 12-17 year olds. CSM workedwith Health and EDU to coordinate consistent key messaging, gather information fromparents via an opinion poll, and organize a virtual student town hall with Drs. Reimer andRoussin.

• A strong communications strategy is now in development for parents of students aged 5-11in advance of COVID-19 vaccination school clinics, including a learning forum.


1. EDU is involved in planning for the anticipated approval of a COVID-19 vaccine for

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VI. Status of Throne and Budget Speech Commitments

Speech from the Throne

Priority Status Explanation (if not on target)

Provincial blended learning strategy

Building 20 new schools

Set out a K-12, BEST strategy with the aim of transforming Manitoba’s education system into a modern, responsive, and ambitious educational system that is classroom-focused, student-centred, and parent-friendly.

The BEST strategy will ensure that money is going to where it is needed most - into classrooms and schools - by providing a guaranteed annual increase, totalling over $1.6 billion more in education funding over the next four years.

• The BEST Roadmap was to be released in fall 2021.

• Many priority actions are advancing, for example: scoping for a provincial student information system, launch of a funding model review, the Teachers’ Idea Fund, development of a new curriculum framework, Elders and Knowledge Keepers pilot and inclusive education commitments.

Budget Speech

Priority Status Explanation (if not on target)

This year’s education budget will be over $3 billion. Over $78 million to help schools with COVID costs in 2021.

Up to an estimated $40 million into classrooms rather than in top-heavy administration.

$5 million to advance our Better Education Starts Today strategy

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

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$5.5 million for special needs funding

Teaching Expense Tax Credit

Nearly $4 million for a virtual learning strategy and program

Over $260 million on school capital projects

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

23(1)(a)

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• The federal government budgeted an additional $180M in 2021 to support French as secondlanguage initiatives.

.

Indigenous Services Canada

23(1)(a)

23(1)(a)

23(1)(a)

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VIII. Fiscal Overview and Status of Special Operating Agencies/Other Operating Agencies

2021/22 Part A Operating Ministry Forecast:

Ministry

• At this point, the department’s 2021/22 Part A Operating budget of $1.7B is expected to befully expended. It should be noted that:

o The department’s 2021/22 budget includes $15.7M to advance its Better EducationStarts Today (BEST) strategy.

o

Program 2021/22 Print

Potential Access to ISA

Potential 2021/22

Requirement Administration and Finance 2,469 Student Achievement and Inclusion 37,831 System Performance and Accountability

18,220

Support to Schools 1,541,773 Capital Funding 95,245 Costs Related to Capital Assets 8

TOTAL $1,695,546

23(1)(a)

23(1)(a)

23(1)(a)

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2022/23 Part A Operating Ministry Forecast:

•

•

2021/22 Part D Ministry Forecast:

• The department is expecting to fully expend its 2021/22 Part D capital budget to provide forinfrastructure renewal projects, new schools projects, and major additions and renovationsin school divisions.

School Divisions

2021/22 & 2022/23 Forecast:

19(1)(e); 23(1)(a)

19(1)(e); 23(1)(a)

19(1)(e); 23(1)(a)

23(1)(a)

19(1)(e); 23(1)(a)

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IX. Internal Structural Pressures23(1)(a)

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23(1)(a)

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X. Legislative and Regulatory Overview

• Five bills were tabled during the 2020/21 legislative session that substantively impactedEducation statutes:

o Bill 2 – The Budget Implementation and Tax Statutes Amendment Act, 2020o Bill 14 – The Minor Amendments and Corrections Act, 2020o Bill 45 – The Public Schools Amendment and Manitoba Teachers’ Society

Amendment Acto Bill 64 – The Education Modernization Acto Bill 71 – The Education Property Tax Reduction Act

• Bill 2 (Royal Assent on November 6, 2020) is an omnibus bill that among otheramendments, repealed The Public Schools Finance Board Act, dissolving the entity; andreduced the minimum wait period (from three to two years) for independent schools to beeligible for funding. The Schools Capital program is now administered by Central Services,who assumed all staff of the former PSFB.

• Bill 14 (Royal Assent on May 12, 2021) is an omnibus bill that among other amendments,substituted the term ‘independent schools’ for ‘private schools’ throughout the statutes ofManitoba.

• Bill 45 (Royal Assent on May 20, 2021; not yet proclaimed) aims to modernize Manitoba’sapproach to public school teacher bargaining by introducing the first single-tier, centralizedteacher bargaining model in the country, ultimately establishing a streamlined bargainingframework where all items are negotiated at a central table.

• Bill 64 (First Reading on November 2, 2020; Designated bill that will be withdrawn in thefall sitting) proposed a new governance model for K-12 education. The bill clarifies theroles and responsibilities of those within the education system as well as enhances andencourages local participation by providing parents with more opportunity to be activepartners in their children’s education.

• Bill 71 (Royal Assent on May 20, 2021) establishes an obligation and authority to pay outrebates to property owners in respect of school-related property taxes.

• The department does not have any approved Legislative Proposals for the 2021/22session. All bills and regulations that were drafted for the 2020/21 session were tabled orregistered, as applicable.

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XI. Agencies, Boards, and Commissions Appointment

• Board of Reference (LGIC)The Board’s main function is to decide matters related to boundaries of school divisions anddistricts, at the request of individual land owners, First Nations Band councils, schoolboards, or the Minister of Education.

o No vacancieso Two members’ terms will expire on December 31, 2021.

• Certificate Review Committee (Ministerial)The Committee’s mandate is to review all cases in which a teacher’s teaching certificate hasbeen referred to it by the Minister for any cause that the Minister deems sufficient.

o All current board members are under expired terms.o Department is working with Agencies, Boards and Commissions to renew the board

membership.

• Dispute Resolution Review Committee (Ministerial)The purpose of the Review Committee is to give Manitoba parents of children with specialneeds a fair and impartial review of disputes which have arisen between themselves andtheir school divisions over the educational programming or placement provided for theirchildren in Manitoba public schools.

o No vacancies

• Teachers’ Retirement Allowances Fund Board – TRAF (LGIC)The Board’s main function is to oversee the operations of The Teachers’ RetirementAllowances Fund. The Board acts as trustee of the Fund and is ultimately responsible forthe proper administration of The Teachers’ Pensions Act.

o No vacancieso Three members’ terms will expire on December 31, 2021

Education - Province of Manitoba

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