On behalf of the Executive Board, it’s my great pleasure to present OPSEU/SEFPO’s 2022 budget.
Our budget was prepared in the fall of 2021, in the midst of the COVID pandemic. It was debated and approved by the Executive Board in November. As we know from the last two years, things do not always play out as planned. As COVID restrictions continued into the first quarter of 2022, some events occurred virtually. But for the most part, this budget was prepared assuming a return to in person meetings.
It has been a long time since we have been able to meet and debate in person. I am thrilled that I will have the opportunity and the privilege to present this budget to the delegates at this year’s convention which will occur as a hybrid meeting for the first time ever.
Due to the restrictions over the last two years, OPSEU/SEFPO has seen significant savings. This, combined with our continued growth, has led to consecutive years of surpluses. As you are aware, we used these surpluses to give back to the membership as well as invest in our future.
Some of these initiatives include increasing the payments to the hardship committees, bolstering funding for local bookoffs, giving our locals additional quarterly rebate payments and additional funds for local communications. We also looked at investments that will reap future benefits for our membership, such as increasing the Debt Retirement Fund payments and setting aside funds for our unfunded liabilities. We have now fully funded our liabilities in the Education Fund and the Local funds held in trust.
As we have mentioned, OPSEU/SEFPO purchased 3 new properties in the last few years; 155 Lesmill Rd in Toronto, 363 York St in Sudbury and our new training and educational facility in Dorset. While the initial plan was to have these funds repaid over 15 years, with the support of the Executive Board, we have now fully paid for the purchase of these buildings. These buildings are all assets in our growing Strike Fund and have no debt associated with them!
Our consolidated budget surplus for 2022 is $4,098,076. This is based on total revenues of over $128 million for the year.
Our departmental expenses are budgeted to be just over $69 million for the year. Throughout this pandemic, our staff continued to work hard, supporting the over 180,000 members of this great union. This includes the cost of staffing, as well as operating our Regional Offices throughout the province.
Members’ expenses are budgeted at just over $44 million for the year. This includes
$11 million paid directly to the locals as quarterly rebates. In addition, there is over
$3.5 million set aside for time off for local presidents and other members to conduct the business of the Union. Members are the lifeblood of this Union and we must continue to supporting your needs.
We have also set aside over $3.6 million for bargaining. The HPD Central agreement expired March 31st and the CAAT-S full time members will go into bargaining, as their collective agreement expires August 31st. This is in addition to the hundreds of BPS locals that are in bargaining this year.
We are also heading into a provincial election this summer. This is always a busy time for OPSEU/SEFPO as we mobilize our members to get out and vote for a government that will support our front line workers that drive this province. The pandemic highlighted how vital our members work is. Our members, and public services, are the backbone of this province and we will not let that go unnoticed.
As restrictions continue to ease, our members will be out in full force, lobbying the government at Queens Park and at the constituency offices… both before and after the election. We have set aside a $4.5 million contingency fund that can be used for these activities and other campaigns and programs approved by the Executive Board.
Our capital expenditures this year will focus on renovating our buildings throughout the province. I have received a lot of positive feedback about the new training centre in Dorset. While we still have renovations that need to be done, I can’t wait to host events at this new facility in the future.
In all, I believe that we have once again presented an excellent budget. COVID has changed many things. But one thing it hasn’t changed is my commitment to ensure that every dollar spent is value added. And that every dues dollar always puts our members and our organization first.
Thank you for your continued work. Thank you for your commitment to our great Union. Stay safe and stay healthy.
In solidarity,
Eduardo (Eddy) Almeida
OPSEU First Vice-President/Treasurer
| 2022 OPERATING BUDGET SUMMARIES | ||
| General Operating Fund | ||
| Net Revenue | $ 121,975,500 | |
| Expenses | ||
| Departmental Expenses | 69,303,704 | |
| Members’ Expenses | 44,794,706 | |
| Board Expenses | 1,250,900 | |
| Other Costs | 6,742,250 | |
| Total Expenses | (122,091,560) | |
| General Operating Fund Deficit | $ (116,060) | |
| Strike Fund | ||
| Net Revenue | $ 7,875,000 | |
| 155 Lesmill Repayment | 500,000 | |
| Transfer of Investment Income | (1,000,000) | |
| Expenses | (3,000,000) | |
| Strike Fund Surplus | $ 4,375,000 | |
| Education Fund | ||
| Net Revenue | $ 1,909,500 | |
| Expenses | ||
| Regional Education | 1,577,000 | |
| Central Education | 493,364 | (2,070,364) |
| Education Fund Deficit | $ (160,864) | |
| Defence Fund | ||
| Net Revenue | $ 200,000 | |
| Expenses | (200,000) | |
| Defence Fund Surplus | $ – | |
| Consolidated Operating Budget Surplus | $ 4,098,076 | |
| DUES REVENUE – 2022 | |
|
Dues Revenue |
|
| Broader Public Service | $ 68,000,000 |
| Ontario Public Service | 33,000,000 |
| CAAT – Academic | 16,500,000 |
| CAAT – Support | 10,000,000 |
| Total Dues Revenue | 127,500,000 |
| Other Revenue | |
| Interest and Other Revenue | 560,000 |
| OPS IT permit fees | 750,000 |
| Total Revenue | 128,810,000 |
| Transfers to other Funds: | |
| – Strike Fund | (6,375,000) |
| – Education Fund | (1,909,500) |
| – Defence Fund | (200,000) |
| Total Transfers | (8,484,500) |
| Transfers from other Funds: | |
| – investment income from strike fund | 1,000,000 |
| – contribution from LBED Anti-Privatization | 650,000 |
| Net Revenue (General Fund)
Sources of Revenue CAAT – Support Other 8% 1% CAAT – Academic 13%
OPS 26% |
$ 121,975,500
Broader Public Service 53% |
| DUES REVENUE – 2022 |
| While our dues rate has remained at 1.375% since 2001, dues revenue has |
| increased through continued membership growth and wage growth. |
| Despite the governments ongoing focus on expense management, OPSEU/SEFPO |
| members have negotiated wage increases that continue to be among the best in |
| the province. |
| Since the onset of the COVID-19 pandemic, OPSEU/SEFPO has been successful in |
| protecting our members’ jobs and maintaining them on payroll. We have also |
| pushed for proper PPE and have been strong advocates for the health and safety of |
| our members. |
| These successes highlight the benefits of being part of a strong union are only a |
| few of the reasons members continue to choose OPSEU/SEFPO in organizing drives. |
| OPSEU/SEFPO continues to organize new members and our dues revenue is |
| reflective of that growth. In June 2020, OPSEU/SEFPO merged with the Educational |
| Resource Facilitators of Peel, adding approximately 3,700 full time and part time |
| members. This is one of our many successful organizing drives. |
| In addition to the ERFP merger, OPSEU/SEFPO organized an additional 1,139 |
| members in 2020 and 1,003 members in 2021
Membership Growth 100,000 90,000 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 – BPS OPS CAAT-A CAAT-S 2019 2020 2021 |
| DEPARTMENTAL EXPENSES – 2022 | |
| President’s Office | $ 1,865,728 |
| First Vice President’s Office | 655,103 |
| Legal Services | 8,826,788 |
| Employee Relations | 9,816,941 |
| Financial Services | 13,565,534 |
| Communications | 8,984,078 |
| Local Services – Bargaining | 6,210,079 |
| Local Services – Operations | 20,379,452 |
| Administrative Savings | (1,000,000) |
| $ 69,303,704 | |
|
The Presidents’ office has 6 permanent staff plus the President. The Presidents’ |
|
| office is responsible for the oversight of the department Administrators. | |
| The First Vice-Presidents’ office has 2 permanent staff plus the First Vice-President. | |
| The First Vice-Presidents’ office is responsible for the financial reporting of the Union. | |
| In addition, the Financial Services department reports directly to the First Vice-President. | |
| The Legal Services department is OPSEU/SEFPO’s in house legal counsel. This area also | |
| has responsibility for the Grievance and Arbitration Unit, the Health and Safety unit and | |
| Pension & Benefits unit. | |
| The Employee Relations department is responsible for internal HR issues including | |
| staff training and benefits. | |
| The Financial Services department provides many of the internal support services | |
| within OPSEU/SEFPO. These include; Accounting and Payroll, Information Services unit, | |
| Membership Services, Conferences and Travel, Print Shop and Building Services units. | |
| This department reports to the First Vice President/Treasurer. | |
| The Communications department run the Campaigns, Member Education, Equity | |
| and Organizing units. | |
| Local Services – Bargaining includes the Negotiations staff and Research unit. | |
| Local Services – Operations is our largest department and is responsible for the staff | |
| in our 19 Regional Offices
Depar
Financial Services 19%
Employee Relations 14%
[CATEGORY NAME] 13% |
tment Breakdown Communications 13% Local Services – Bargaining 9%
Local Services – Regions 29%
Vice President’s President’s Office Office 3% 1% |
| DEPARTMENTAL EXPENSES – 2022 | |
|
Salary and Payroll costs |
$ 48,640,988 |
| Staff and related costs | 3,722,054 |
| Administrative costs | 1,110,909 |
| Organizational costs | 16,829,753 |
| Administrative savings | (1,000,000) |
| $ 69,303,704 | |
|
Organizational costs 24%
Administrative costs 2%
Staff and related costs Salary and Payroll 5% costs 69%
Salary and payroll costs represent 69% of total departmental budgets. These include |
|
| the wages, pension and benefit costs for all permanent and temporary staff. | |
| Staff and related costs represent 5% of departmental budgets. These are expenses | |
| that are incurred by staff in performing their duties and would include such expenses | |
| as vehicle and travel costs, meeting room and accommodation costs, cell phone and other | |
| miscellaneous expenses. | |
| Administrative costs represent 2% of departmental budgets and include costs such | |
| as supplies, photocopy charges, telephones, postage and equipment maintenance | |
| Organizational costs represent 24% of the departmental budgets. These are expenses | |
| that cannot be allocated to a specific department; however benefit the entire organization. | |
| These include the operating costs of our Head Office and Regional offices, our IT network | |
| infrastructure, audit and insurance expenses, contractual severance and retiree benefits. | |
| NOTE: The Collective Agreement with our staff union (OPSSU) expired March 9th, 2022 | |
| There has been no wage or benefit increases included in this budget. | |
MEMBERS’ EXPENSES -2022
Affiliation Costs $ 4,584,417
Convention/Regional Meetings 4,021,250
Legal Expenses 8,115,000
Payments to Locals 14,870,000
Negotiations Costs 3,675,000
Divisional Meetings 730,000
Sector Committee Meetings 1,518,700
Equity Committee Meeting 541,000
Campaigns and Programs 6,287,639
Other Members’ Expenses 451,700
$ 44,794,706
Members’ expenses support members and their activities. The largest expense is the payment of the quarterly rebates to the locals. These funds are used by the locals to run their activities. Locals must complete a Trustees’ Audit Report detailing their expenditures every 6 months. Locals that are in arrears 2 Trustee Audit Reports will have their rebates withheld.
Legal expenses support members in their grievances and other legal matters.
The budget for campaigns and programs does not include any campaigns which arise during the year. These unbudgeted campaigns are approved by the Executive Board from the Contingency Fund.
Other member expenses include the costs of holding conferences and sending delegates to conventions, regional, divisional and sector meetings.
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14
12
10
8
6
4
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| MEMBERS’ EXPENSES – 2022 | ||
|
Affiliation Costs |
||
| Affiliation dues | ||
| NUPGE | $ 2,550,000 | |
| OFL | 680,400 | |
| CLC | 758,400 | |
| CAUT | 78,000 | $ 4,066,800 |
| Conventions and Committees | ||
| NUPGE Convention | 400,000 | |
| CLC Convention | – | |
| Committees | 117,617 | 517,617 |
| Total Affiliation Costs | $ 4,584,417 | |
| NUPGE dues is set at 2% of OPSEU/SEFPO dues revenue | ||
| OPSEU/SEFPO pays dues to the CLC based $0.79 per member per month. | ||
| OPSEU/SEFPO’s affiliation to the CLC is based on 80,000 members, bringing | ||
| the annual dues to $720,000. | ||
| OPSEU/SEFPO pays dues to the OFL based on $0.63 per member per month. | ||
| OPSEU/SEFPO’s affiliation to the OFL is based on 90,000 members, bringing | ||
| the annual dues to $680,400 | ||
|
Convention/Regional meetings |
||
| Delegates | $ 1,750,000 | |
| Staff | 125,500 | |
| Committees | 45,750 | |
| Other | 1,500,000 | |
| Regional Meetings | 600,000 | |
| $ 4,021,250 | ||
|
Legal Expenses |
||
| Collective Bargaining | $ 405,000 | |
| Organizing | 310,000 | |
| Grievance | 6,780,000 | |
| Membership Benefits | 195,000 | |
| Other Legal Expenses | 425,000 | |
| $ 8,115,000 | ||
| MEMBERS’ EXPENSES – 2022 | |
|
Payments to Locals |
|
| Local Rebates | $ 11,000,000 |
| Area Council Dues | 25,000 |
| Labour Council Dues | 150,000 |
| Local Time Off Fund (80/20) | 750,000 |
| Local President Book Off | 2,900,000 |
| Northern Lights Fund | 18,000 |
| Other Local Expenses | 27,000 |
| $ 14,870,000 | |
|
Payments to Locals
20 $14.87
15
10
5
0 2019 2020 2021 2022 budget
On a quarterly basis, Locals will receive $31 per member for the |
|
| first 50 members and $14 per member for the remaining members. | |
| The minimum rebate remains at $500 per quarter. | |
| In 2020 and 2021 additional rebate payments were made to Locals | |
| as OPSEU/SEFPO was in a surplus position. | |
| Locals with more than 750 members and composite locals with | |
| more than 650 members are eligible to have their president | |
| (or designate) booked off full time, with wages covered centrally. | |
| As per policy, locals utilizing this book-off will have their rebates | |
| reduced by 10% of the wages and benefits covered by OPSEU/SEFPO | |
| Locals that have negotiated a 10% or greater percentage payment | |
| towards a full time book off will not have their rebates reduced in | |
| regards to this. | |
| The Local Time Off Fund allows locals to book off members to do | |
| the work of the local. OPSEU/SEFPO will contribute a maximum of | |
| $28 per member in good standing, with the Local contributing $7 | |
| Since the beginning of the pandemic, the 20% contributed by the | |
| Locals has been waived and OPSEU/SEFPO has paid the full amount. | |
| MEMBERS’ EXPENSES – 2022 | ||||
|
Negotiation Costs |
||||
| OPS | $ 745,000 | |||
| CAAT – Academic | 50,000 | |||
| CAAT – Support | 200,000 | |||
| Broader Public Service | 2,240,000 | |||
| Mobilizing | 440,000 | |||
| $ 3,675,000 | ||||
|
Negotiation Costs 4,000
3,000
2,000
1,000
0 2019 2020 2021 2022 budget
During 2020 and 2021 bargaining costs decreased substantially. Due to COVID |
||||
| restrictions, meetings were held virtually, which resulted in much lower costs for | ||||
| travel, accommodations and | time of | f. | ||
| For 2022, the budget has been prepared assuming a return to more in person | ||||
| bargaining. | ||||
| The HPD Central Agreement expired March 31st, and the CAAT-S Collective | ||||
| Agreement expires August | 31st. | |||
| The CAAT-A Collective Agreement expired September 2021. After months of | ||||
| bargaining, there is still n | o agreem | ent. | ||
| This is in addition to all the smaller BPS contracts that need to be bargained. | ||||
| Divisional Meetings | ||||
| OPS | $ 475,000 | |||
| CAAT Academic | 100,000 | |||
| CAAT Support | 155,000 | |||
| $ 730,000 | ||||
MEMBERS’ EXPENSES – 2022
Committee Meetings
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|