HRC Principal s Report 10 May 2024 Redacted.pdf

HRC
Te Otu Mātua
Principal’s Report to the Board of Trustees
10 May 2024
1

HRC Principal’s Report to the Board of Trustees

Contents Page
1.
General Comment

3
2.
Strategic Report

4
3.
Ākonga Curriculum, Achievement, and Wel being

5
4.
Personnel

6
5.
Health and Safety

7
6.
Physical Restraints

8
7.
Stand Downs and Suspensions

11
8.
Financials

11
9.
Property and Grounds

12

10.
Risks

13
11.
Self-Review and Policy Review

13
12.
Current Rol

13

Attachments
•  Ākonga Rol
•  Geographical Breakdown of Residential Ākonga
•  Financials
•  Mana Motuhaka/Separate Pathways Community Consultation
•  Property Hazard Register
•  Newsletter Tahi 2024

Mā te huruhuru ka rere te manu
Adorn the bird with feathers so that it may soar.

2

1. General Comment
It is Week 1 of Term 2. This is a 10-week term.
National RSS and MoE Hui
A hui was held at HRC with Sarah Smart, Luke Badger, and Bernie Holden from the Ministry of Education National Office,
El ie Salcin-Watts (principal) and Melaine Sorby (presiding member) from Salisbury School, and Dave Bagwel , David Ivory,
and myself on Friday, April 5. The meeting offered an opportunity to discuss many of the issues facing RSS. The meeting
was positive and more productive than previous ones with the MoE. Additional meetings wil  be held in the upcoming
terms. The current MoE restructure may impact MoE attendance in the future as several positions have been
disestablished at al  sites.
PLGs for 2024
Professional learning groups (PLGs) are a way educators engage in professional development in a collaborative,
interactive, and ongoing way, and operate in contrast to traditional models of professional development that are
developed and delivered by outside experts. Both associate principals (APs) of the day school attend groups formed from
other APs in our local south-west school’s cluster. I also attend a group that has changed slightly this year. It now includes
a special day school principal and a mainstream primary principal. A principal in the group is charged with signing off my
teacher registration, as I am with theirs. Our Term 1 meeting was held at the newly built Pitau Allenvale Day School.
RSS Psychologist
Susan Schneideman, Manager Planning and Advice MoE, met with me in Term 1 and stated that the 1.0 FTE psychologist
each RSS should receive with funding that was given to the local office is being reduced to 0.2 FTE, and we would need to
request services support from the MoE for additional services. This is extremely disappointing, as the funding was
intended to support RSS and is now being diverted to other schools and MoE projects. This was raised at the recent hui
with the MoE and they have been tasked with finding a solution as no RSS are receiving their ful  psychologist
entitlement.
ERO Partnership
As part of the on-going partnership model, our ERO team wil  return on May 28, to:
•  update progress on the profile evaluation focus.
•  begin work on curriculum: what does it look like, what drives it, how is it reviewed?
•  begin work on teaching: accountability processes, expectations, and oversight.
Mana Motuhaka/Separate Pathways
As per the action point from the last meeting, an informal community consultation was undertaken with our kura
community. Whānau, ākonga, and kaiako were asked to comment on what they saw as the disadvantages, advantages,
and concerns they have with HRC having its own separate board of trustees. Around a dozen individuals responded, and
of that group, none raised concerns. Two potential disadvantages were raised in the form of questions: are we stronger
together, and wil  col aboration and resource sharing continue? Twenty-two advantages were offered. These included
themes such as an increased focus on each school; better efficiency including cost and time reductions; a staff vote for an
HRC kaiako member; easier auditing processes; decision-making by individuals who know the unique culture and values,
local curriculum, kaiako and ākonga more intimately; and each school could have links to their tangata whenua.
A summary of the community consultation is included in the attachments.

3

2. Strategic Report
2024-2025 Strategic Plan
Four key strategic goals make up the area of focus for the next two years. These are:
1. SG1: A tailored curriculum: Weave Te Mātaiaho, the HRC curriculum, and Al  About Me together and train
kaiako.
2. SG2: Highly effective ways of teaching and interacting: Implement the intentional approaches of a therapeutic
milieu and the Common Practice Model.
3. SG3: Strong relationships with tangata whenua: Develop new relationships with mana whenua to enhance the
outcomes of ākonga.
4. SG4: Evaluative research: Research conducted to measure RSS effectiveness.
Work has continued on Al  About Me and on the HRC curriculum. The day school kaiako did extensive work on their
curriculum last year. It is disappointing that the MoE roll-out of the Common Practice Model has been delayed, and as
such, we are unable to undertake the inclusion of this into our curriculum and training of kaiako. The local MoE is stil
providing training in this area specifical y for and at HRC, however, not at the specific detail level yet.
The residential curriculum is currently being reviewed, with much of the
curriculum being discarded as the ABAS (adaptive behaviour assessment
system) is replaced with the new HRC progress measures.
Intentionality of approaches continues to be a focus area for the continued
development of our therapeutic milieu. This is a focus at clinical supervision,
and new visuals have been provided as reminders for kaiako.

During Term 1, there was a focus on the goal of developing strong relationships with tangata whenua. Liz Hil -Taiaroa
from Te Taumutu Rūnanga attended a whakatau at HRC. As a demonstration of our commitment to fostering a
relationship where we give as well as receive, Tauawa whare kaiako and ākonga went to the Taumutu and spent a day
clearing the marae waterway. It was a positive and enjoyable day, and we look forward to undertaking another project in
Term 2.

4

N4L (Network for Learning) Upgrade
A recent MoE-initiated upgrade to our switches and WiFi infrastructure has faced chal enges stemming from substantial
errors made by the contractor. Following additional work over the holidays, the system is now working as it should.

3. Ākonga Curriculum, Achievement, and Wel being
Term Two Menu Planning
Menus for the term have been approved by the nutritionist, Fiona Hal . Discussions between the food committee and
kaiako/ākonga have taken place to address reducing food wastage.
Student Council Meeting
As part of our regular student council meeting schedule, whare ākonga representatives met with senior leaders in March
to discuss life at HRC. The ākonga represented themselves and their whares with pride and maturity. These regular
sessions provide a vital opportunity to hear the ākonga voice. Ākonga requested additional drift trikes and a different
style of helmets. One akonga had researched and priced the items finding the best deal prior to attending the meeting in
support of their proposal. He also decided to dress in business attire for the meeting. The items requested were
purchased and it was good to see an increase in akonga physical activity as a result.
Interschool Special Olympics Sport
During Term 1 HRC students were involved in the Special Olympics interschool
Wednesday sport programme.
For the first 5-weeks our students went to Dynasty Ballpark Diamonds, on Pages Road
where the Canterbury Softball Association taught the skil s of softball as wel  as playing
adapted games.
For the last 5 weeks of the term the Canterbury Cricket Association ran a programme
at Hagley Park where the students again learnt cricket skil s as wel  as playing adapted
games.
Special Olympics Athletics
On 10 April, Special Olympics NZ ran an Athletics Certificate Day at day at Nga Puna
Wai. Our students participated in the 100m, 200m and relay as wel  as the fields
events of long jump, shot put and adapted javelin. Many akonga received top places.
Youthtown Basketbal
The Disabilities Basketbal  Community provide a
programme for young people with a disability.
They pride their programme as being a safe and
inclusive place to train and enjoy basketball.
HRC participated in the programme that ran for
8 weeks on Sunday afternoons.

5

The below three graphs break down the restraint data for Term 1, 2024, and show the restraint used and the rationale
behind each restraint.
10

7. Stand Downs and Suspensions
There have been two suspensions, who were subsequently excluded, since the last report. Both ākonga were enrol ed via
the IWS pathway. Thank you to Jon Kaho and David Ivory for their participation at the meetings.

8. Financials as of March 31, 2024
The College bank balances on 31 March 2024, were:
Savings on cal  $28,352.27
Education Admin $286,859.78
Term Deposit 72 $500,000.00
Term Deposit 73 $700,000.00
The figures in this report are very raw and wil  be subject to change fol owing advice from our accountants and the
auditor.
Revenue (Income)
Actual YTD $1,432,111 vs. Budget $1,425,411
The ledgers reflect operational funding drops, money received for government grants, and BoT investments. The income
is slightly ahead of budget with interest received from investments and smal  adjustments in MoE grants received.
Expenditure
Variances: Actual v Budget
Administration: Actual YTD $114,329 vs. Budget $106,162. Under budget by 7.7%
Expenditure is ahead of budget by $8,167. The main areas of over-expenditure are BoT expenses and legal costs. These
areas wil  return to budget with Westbridge Residential School being invoiced for their share of the costs in September.
Learning & Curriculum Resources: Actual YTD $240,759 vs. Budget $263,448. Under budget by 8.6%
Expenditure is under budget, which reflects the number of sick days TA kaiako have had in the first term, for which
residential staff have been used as backfil . Al  other areas of this part of the budget are showing underspend, which
reflects the smal er than anticipated student numbers.
Residential Programmes: Actual YTD $606,271 vs. Budget $660,638. Under budget by 8.2%
This area of the budget is overspent by $54,366. The salary ledger shows the greatest savings, but al  other ledgers show
savings that reflect the smal er than anticipated ākonga numbers.
Property: Actual YTD $316,104 vs. Budget $337,432. Under budget by 6.3%
Expenditure in this area of the budget is underspent by $21,327. The main areas of underspend are maintenance, lawns,
and salary. The recent purchase of a lawn mower has stopped the need for mowing contractors. Most other budget areas
show savings and reflect the careful consideration of expenditure priorities.

11

Reintegration: Actual YTD $0 vs. Budget $5,870.
This area of the budget is underspent.
Overall
Overal , the actual expenditure YTD is $1,320,465 and is offset against the actual income YTD income of $1,432,111, an
underspend of -$111,646. This is significantly better than the approved budget figure.
As stated earlier, these figures are very raw and likely to change with the input of our auditor and accounting service.

9. Property and Grounds
With the hot summer wel behind us, the attention of the caretakers has been focused on the leaf fall and maintenance
work in preparation for winter.
The recent school holidays have seen repairs taking place on the exterior of one of the houses and work carried out on
some of our boundary trees. Various contractors have been doing preventative maintenance.
The caretakers have continued their focus on spreading bark on the gardens and offering ākonga the opportunity of work
experience.
Currently, the school has no Work Required Notices outstanding.

12

Attachments

14

Monthly
2023 Budget v Actual Monthly Costs
Jan 2023
Jan 2023
Feb 2023
Feb 2023
Mar 2023
Mar 2023
Budget v
Apr 2023
Apr 2023
May 2023
May 2023
Jun 2023
Jun 2023
Jul 2023
Jul 2023
Aug 2023
Aug 2023
Sep 2023
Sep 2023
Oct 2023
Oct 2023
Nov 2023
Nov 2023
Dec 2023
Dec 2023
Forecast 2023
Approved
Budget
Actual
Budget
Actual
Budget
Actual
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Position
2023 Budget
Revenue
Bulk Grant Operational Funding
-$37,395.59
-$37,835.16
-$37,395.59
-$37,835
-$37,396 -$    37,
  939
$544
-$37,395.59
-$37,395.59
-$37,395.59
-$37,395.59
-$37,395.59
-$37,395.59
-$37,395.59
-$37,395.59
-$37,395.59
-$   450,

170
-$448,747
Bulk Grant Residential
-$198,720 -$198,719.58
-$198,720
-$198,720
-$198,720 -$    198,

720
$0
-$198,720
-$198,720
-$198,720
-$198,720
-$198,720
-$198,720
-$198,720
-$198,720
-$198,720
-$ 2,
  384,635
-$2,384,635
Non-teach Support for CA funding
-$18,932
-$18,930.39
-$18,932
-$24,181
-$18,932 -$    18,
  930
-$2
-$18,932
-$18,932
-$18,932
-$18,932
-$18,932
-$18,932
-$18,932
-$18,932
-$18,932
-$   232,

432
-$227,188
Phones & Postage
-$1,838
-$1,837.83
-$1,838
-$1,838
-$1,838 -$    1,
  838
$0
-$1,838
-$1,838
-$1,838
-$1,838
-$1,838
-$1,838
-$1,838
-$1,838
-$1,838
-$   22,
  054
-$22,054
BOT Expenses Grant
-$613
-$612.75
-$613
-$613
-$613 -$   613

$0
-$613
-$613
-$613
-$613
-$613
-$613
-$613
-$613
-$613
-$   7,
  353
-$7,353
Teacher Salaries Grant
-$71,870
-$71,870.00
-$71,870
-$71,870
-$71,870 -$    71,
  870
$1
-$71,870
-$71,870
-$71,870
-$71,870
-$71,870
-$71,870
-$71,870
-$71,870
-$71,870
-$   862,

436
-$862,434
Use of Land & Buildings Grant
-$85,482
-$85,482.00
-$85,482
-$85,482
-$85,482 -$    85,
  482
$0
-$85,482
-$85,482
-$85,482
-$85,482
-$85,482
-$85,482
-$85,482
-$85,482
-$85,482
-$ 1,
  025,780
-$1,025,779
Principal Professional Development and Wellness Fund
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$500
-$   4,
  500
-$6,000
Interim Residential Grant
-$53,643
-$53,642.67
-$53,643
-$53,643
-$53,643 -$    53,
  643
$0
-$53,643
-$53,643
-$53,643
-$53,643
-$53,643
-$53,643
-$53,643
-$53,643
-$53,643
-$   643,

712
-$643,712
MOE other income
$0
-
$
$0
BOT Interest
-$4,491.46
-$2,125
-$    1,
  543
$1,543
-$   8,
  159
$0
Reintegration Services
-$2,943
-$2,943.00
-$2,943
-$2,943
-$2,943 -$    2,
  943
$0
-$2,943
-$2,943
-$2,943
-$2,943
-$2,943
-$2,943
-$2,943
-$2,943
-$2,943
-$   35,
  316
-$35,316
O.R.S.Income
-$6,600
$0
-$6,600
-$   6,
  600
-$13,200
Principals house income
-$1,000
-$1,000.00
-$1,000
-$1,000
-$1,000 -$    1,
  000
$0
-$1,000
-$1,000
-$1,000
-$1,000
-$1,000
-$1,000
-$1,000
-$1,000
-$1,000
-$   12,
  000
-$12,000
Income Other
-$2,123.54
-$444
-$   178

$178
-$   2,
  745
$0
Total Revenue
-$472,935 -$479,488.38
-$479,535 -$480,692.21
-$472,935 -$    474,

698
$1,763
-$472,935 $   -
-$479,535
$0
-$472,935
$0
-$472,935
$0
-$472,935
$0
-$472,935
$0
-$472,935
$0
-$472,935
$0
-$472,935
$0.00 -$ 5,
  697,892
-$5,688,417
Expenditure
Administration

ACC
ACC Levies
$0
$10,115
$ 10,
  115
$10,115
Total ACC Levy
$0
$0
$0
$0
$0 $   -
$0
$0 $   -
$0
$0
$0
$0
$0
$0
$0
$0
$10,115
$0
$0
$0
$0
$0
$0
$0 $ 10,
  115
$10,115
Accounting Costs
Accounting Costs
$2,505
$955
$955
$955
$955 $    955

$0
$955
$955
$955
$955
$955
$955
$955
$955
$955
$ 11,
  460
$13,010
Total Accounting Costs
$2,505
$955
$955
$955
$955 $    955

$0
$955 $   -
$955
$0
$955
$0
$955
$0
$955
$0
$955
$0
$955
$0
$955
$0
$955
$0 $ 11,
  460
$13,010
Audit Fees
Audit Fees
$6,785
$0
$6,875
$ 13,
  660
$6,875
Total Audit Fees
$0
$0
$0
$6,785
$0 $   -
$0
$0 $   -
$0
$0
$6,875
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0 $ 13,
  660
$6,875
Board of Trustee Expenses
BOT Attendance Fees
$0
-
$
BOT Travel/Reimbursement
-$10,411
$4,530
$   7,
  426
-$7,426
$10,465
$19,535
$ 31,
  546
$30,000
Total Board of Trustee Expenses
$0
-$10,411
$0
$4,530
$0 $   7,
  426
-$7,426
$0 $   -
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$10,465
$0
$0
$0
$19,535
$0 $ 31,
  546
$30,000
Communication Costs
Telephone Tol s/Rental
$547
$470
$627
$488
$547 $    562

-$14
$627
$547
$627
$547
$627
$547
$627
$547
$627
$ 6,
  846
$7,048
Internet
$0
-
$
$0
Postage/Courier
$200
$5
$    5

-$5
$450
$450
$   910

$1,100
Total Communication Costs
$547
$470
$827
$493
$547 $    566

-$19
$627 $   -
$997
$0
$627
$0
$547
$0
$627
$0
$547
$0
$1,077
$0
$547
$0
$627
$0 $ 7,
  756
$8,148
Comsumables Costs
Printing & Stationery
$210
$270
$457
$220 $    256

-$36
$500
$700
$150
$285
$500
$265
$500
$220
$150
$ 3,
  982
$3,970
Computer Support
$285
$559
$1,135
$509
$515 $    441

$74
$325
$820
$905
$935
$485
$935
$785
$335
$485
$ 7,
  520
$7,945
Total Consumables Costs
$495
$559
$1,405
$966
$735 $    697

$38
$825 $   -
$1,520
$0
$1,055
$0
$1,220
$0
$985
$0
$1,200
$0
$1,285
$0
$555
$0
$635
$0 $ 11,
  503
$11,915
General
Medical Charges
$300
$72
$877
$509
$341 $    373

-$32
$484
$355
$848
$719
$623
$598
$313
$300
$300
$ 5,
  494
$6,058
Legal & Advisory
-$20,866
$5,000
$2,061
$   8,
  980
-$8,980
$2,500
$2,500
$2,500
$2,500
$2,500
$5,000
$2,500
$ 10,
  175
$25,000
Management Travel
$600
$0
$100
$600
$600
$100
$ 1,
  400
$2,000
Admin General
$378
$2,840
$435
$602
$2,633 $    729

$1,903
$453
$434
$438
$438
$428
$453
$478
$453
$453
$ 8,
  195
$7,469
Management Al owance
$1,908
$1,865
$1,908
$1,865
$1,908 $   1,
  865
$43
$1,908
$1,908
$1,908
$1,908
$1,908
$1,908
$1,908
$1,908
$1,908
$ 22,
  768
$22,898
Total General
$2,586
-$16,090
$8,820
$5,036
$4,882 $   11,
  947
-$7,065
$2,845 $   -
$5,297
$0
$5,694
$0
$6,165
$0
$5,459
$0
$6,059
$0
$2,699
$0
$7,761
$0
$5,161
$0 $ 48,
  032
$63,425.12
Operational Leases
Photocopy Leases
$1,170
$971
$880
$1,221
$1,030 $    440

$590
$955
$1,230
$450
$970
$1,540
$720
$1,600
$450
$750
$ 11,
  297
$11,745
Total Operational Leases
$1,170
$971
$880
$1,221
$1,030 $    440

$590
$955 $   -
$1,230
$0
$450
$0
$970
$0
$1,540
$0
$720
$0
$1,600
$0
$450
$0
$750
$0 $ 11,
  297
$11,745

Monthly
2023 Budget v Actual Monthly Costs
Jan 2023
Jan 2023
Feb 2023
Feb 2023
Mar 2023
Mar 2023
Budget v
Apr 2023
Apr 2023
May 2023
May 2023
Jun 2023
Jun 2023
Jul 2023
Jul 2023
Aug 2023
Aug 2023
Sep 2023
Sep 2023
Oct 2023
Oct 2023
Nov 2023
Nov 2023
Dec 2023
Dec 2023
Forecast 2023
Approved
Budget
Actual
Budget
Actual
Budget
Actual
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Budget
Actual
Position
2023 Budget
Learning Resources
Learning and Curriculum
Personnel
Teacher Aides
$12,343
$12,343
$10,168
$12,343 $   12,
  484
-$141
$18,515
$12,343
$12,343
$12,343
$12,343
$12,343
$18,515
$12,343
$12,343
$ 146,

083
$160,460
MOE Funded Teacher Salaries
$71,870
$71,870
$71,870
$71,870
$71,870 $   71,
  870
-$1
$71,870
$71,870
$71,870
$71,870
$71,870
$71,870
$71,870
$71,870
$71,870
$ 862,

436
$862,434
Specialist Therapists - SLT, OT
$0
-
$
$0
Psychologist
$0
-
$
$0
Total Personnel
$84,213
$71,870
$84,213
$82,038
$84,213 $   84,
  354
-$142
$90,384 $   -
$84,213
$0
$84,213
$0
$84,213
$0
$84,213
$0
$84,213
$0
$90,384
$0
$84,213
$0
$84,213
$0 $   1,
  008,519
$1,022,894.30
Professional Development
Professional Development
$210
$2,946
$1,610
$1,610
$1,000
$3,810
$1,710
$1,080
$210
$810
$1,580
$210
$160
$ 13,
  516
$12,390
Principal Professional Development and Wellness Fund
$500
$500
$1,290
$500
$500
$500
$500
$500
$500
$500
$500
$500
$500
$500
$ 5,
  790
$6,000
Staff Supervision / EAP
$580
$400
$580 $    348

$232
$580
$580
$580
$580
$580
$580
$580
$580
$580
$ 5,
  968
$6,380
Total Professional Development
$500
$0
$1,290
$4,637
$2,690 $    348

$2,342
$2,080 $   -
$4,890
$0
$2,790
$0
$2,160
$0
$1,290
$0
$1,890
$0
$2,660
$0
$1,290
$0
$1,240
$0 $ 25,
  274
$24,770
General Expenses
Stationery School
$200
$230
$150 $    21

$129
$250
$220
$650
$380
$350
$430
$280
$330
$200
$ 3,
  111
$3,670
Laptop Lease Costs
$59
$59
$750 $    750

$0
$59
$750
$59
$750
$59
$750
$ 3,
  236
$3,236
Total General Expenses
$259
$59
$230
$0
$900 $    771

$129
$309 $   -
$220
$0
$1,400
$0
$439
$0
$350
$0
$1,180
$0
$339
$0
$330
$0
$950
$0 $ 6,
  347
$6,906
Curriculum
Outdoor Classroom
$250
$0
$200
$100
$150
$250
$300
$ 1,
  000
$1,250
KiwiSport
$200
$913
$913
$913
$913
$913
$ 2,
  939
$3,652
General Expenses School
$250
$125
$600
$405
$1,827 $   1,
  201
$626
$650
$1,850
$1,300
$720
$2,000
$3,600
$1,100
$2,500
$1,136
$ 16,
  588
$17,533
Star Courses
$21
$600
$600
$600
$600
$600
$200
$ 2,
  021
$2,600
Library
$500
$500
$500
$500
$ 1,
  000
$1,500
Total Curriculum
$250
$125
$850
$626
$3,840 $   1,
  201
$2,639
$850 $   -
$3,363
$0
$1,900
$0
$2,233
$0
$2,150
$0
$5,113
$0
$1,350
$0
$3,200
$0
$1,436
$0 $ 23,
  547
$26,535
Total Learning Resources
$85,221
$72,054
$86,583
$87,301
$91,643 $   86,
  674
$4,969
$93,623 $   -
$92,686
$0
$90,303
$0
$89,044
$0
$88,003
$0
$92,396
$0
$94,733
$0
$89,033
$0
$87,839
$0 $   1,
  063,688
$1,081,105
Residential Programmes
Ancillary
House Requisites
$100
$160
$145
$210 $    275

-$65
$200
$250
$250
$100
$150
$174
$106
$150
$150
$ 1,
  949
$2,000
Catering
$278
$11,006
$10,295
$11,765 $   8,
  045
$3,719
$5,313
$11,765
$11,385
$5,693
$11,765
$10,247
$7,211
$11,385
$7,211
$ 100,

590
$104,742
Total Ancillary
$100
$278
$11,166
$10,439
$11,975 $   8,
  320
$3,654
$5,513 $   -
$12,015
$0
$11,635
$0
$5,793
$0
$11,915
$0
$10,421
$0
$7,317
$0
$11,535
$0
$7,361
$0 $ 102,

540
$106,742
Vehicles
Op Expns Motor Vehicles
$400
$716
$255
$565
$2,002 $    778

$1,224
$830
$395
$1,552
$845
$610
$1,277
$1,717
$955
$600
$ 10,
  839
$11,438
Maintenance Motor Vehicles
$41
$3,050
$1,836
$   1,
  233
-$1,233
$402
$100
$1,100
$1,580
$500
$ 6,
  751
$6,773
Insurance/Accident costs
$10,400
$0
$500
$500
$ 1,
  000
$11,400
Total Vehicles
$441
$716
$13,705
$2,401
$2,002 $   2,
  011
-$9
$1,232 $   -
$395
$0
$2,152
$0
$845
$0
$1,710
$0
$2,857
$0
$1,717
$0
$1,955
$0
$600
$0 $ 18,
  590
$29,611
Residential Costs
Owaka H1 BMP Spending
$45
$50
$180
$29
$180 $    16

$164
$135
$180
$180
$135
$180
$180
$135
$180
$90
$ 1,
  490
$1,800
Owaka H1 Recreation Pupils
$60
$240
$240 $    54

$186
$180
$240
$240
$180
$240
$240
$180
$240
$120
$ 1,
  914
$2,400
Makonui H2 BMP Spending
$105
$150
$420
$98
$420 $    144

$276
$315
$420
$420
$315
$420
$420
$315
$420
$210
$ 3,
  647
$4,200
Makonui H2 Recreation Pupils
$140
$560
$55
$560 $    136

$424
$420
$560
$560
$420
$560
$560
$420
$560
$280
$ 4,
  531
$5,600
Huritini H3 BMP Spending
$105
$100
$420
$26
$420 $    108

$312
$315
$420
$420
$315
$420
$420
$315
$420
$210
$ 3,
  489
$4,200
Huritini H3 Recreation Pupils
$140
$560
$19
$560 $    106

$454
$420
$560
$560
$420
$560
$560
$420
$560
$280
$ 4,
  465
$5,600
Tauawa H4 BMP Spending
$105
$100
$420
$46
$420 $    22

$398
$315
$420
$420
$315
$420
$420
$315
$420
$210
$ 3,
  423
$4,200
Tauawa H4 Recreation Pupils
$140
$560
$52
$560 $    92

$468
$420
$560
$560
$420
$560
$560
$420
$560
$280
$ 4,
  484
$5,600
Student Expenses
$200
$9
$1,450
$282
$750 $    196

$554
$550
$750
$500
$500
$1,250
$1,250
$750
$1,250
$500
$ 7,
  787
$9,700
Student Travel
$460
$1,141
$1,285
$1,401 $   1,
  889
-$488
$11,590
$1,660
$5,580
$4,860
$1,630
$12,100
$2,900
$5,088
$1,500
$ 50,
  082
$49,910
Residential Wages and Salary
$182,425
$174,430
$182,425
$172,063
$182,425 $   170,

142
$12,282
$273,637
$182,425
$182,425
$182,425
$182,425
$182,425
$273,637
$182,425
$182,425
$   2,
  340,883
$2,371,522
Travel Assistance
$228
$89
$228 $    200

$28
$228
$228
$228
$228
$228
$228
$228
$228
$228
$ 2,
  342
$2,510
Board Funded HDA
$1,615
$1,208
$1,615
$1,208
$1,615 $   1,
  199
$416
$1,615
$1,615
$1,615
$1,615
$1,615
$1,615
$1,615
$1,615
$1,610.00
$ 18,
  145
$19,375
Nurse Contract
$100
$810
$1,085
$1,085 $    974

$111
$540
$1,085
$1,080
$540
$1,080
$1,080
$540
$1,080
$540
$ 9,
  349
$9,835
Student Co-ordinator, Cook, Laundry
$15,234
$14,133
$15,234
$14,735
$15,234 $   14,
  936
$298
$22,851
$15,234
$15,234
$15,234
$15,234
$15,234
$22,851
$15,234
$15,234
$ 196,

143
$198,040
Residential Relievers
$773
$3,810
$1,892
$3,930 $   9,
  340
-$5,410
$5,895
$3,930
$3,930
$3,930
$3,930
$3,930
$5,895
$3,930
$3,930
$ 51,
  305
$47,040
Total Residential Costs
$200,873
$192,757
$210,348
$191,879
$210,028 $   199,

553
$10,475
$319,426 $   -
$210,287
$0
$213,952
$0
$211,852
$0
$210,752
$0
$221,222
$0
$310,936
$0
$214,210
$0
$207,647
$0 $   2,
  703,478
$2,741,532
Total Residential Programmes
$201,414
$192,757
$235,218
$204,719
$224,004 $   209,

884
$14,121
$326,171 $   -
$222,696
$0
$227,739
$0
$218,489
$0
$224,376
$0
$234,499
$0
$319,970
$0
$227,700
$0
$215,607
$0 $   2,
  824,607
$2,877,885

Budget Variance
Halswell Residential College
For the month ended 31 March 2024
Mar 2024
Jan-Mar 2024
Account
Mar 2024
Overall
Variance
Variance %
Jan-Mar 2024 Overall Budget
Variance
Variance %
Trading Income
BOT Expenses Grant
612.75
613.00
(0.25)
-0.04%
1,838.25
1,839.00
(0.75)
-0.04%
Income Other
177.50
0.00
177.50
0.00%
2,766.33
0.00
2,766.33
0.00%
Interest Income
1,542.68
0.00
1,542.68
0.00%
8,158.99
0.00
8,158.99
0.00%
MOE Bulk Grant Operational Funding
37,939.48
37,396.00
543.48
1.45%
113,609.80
112,188.00
1,421.80
1.27%
MOE Bulk Grant Residential
198,719.58
198,720.00
(0.42)
0.00%
596,158.74
596,160.00
(1.26)
0.00%
MOE Interim Grant
53,642.67
53,643.00
(0.33)
0.00%
160,928.01
160,929.00
(0.99)
0.00%
MOE Teacher Salaries Grant
71,870.00
71,870.00
0.00
0.00%
215,610.00
215,610.00
0.00
0.00%
MOE Use of Land & Buildings Grant
85,482.00
85,482.00
0.00
0.00%
256,446.00
256,446.00
0.00
0.00%
Non-teach support funding
18,930.39
18,932.00
(1.61)
-0.01%
59,252.61
56,796.00
2,456.61
4.33%
ORS INC
0.00
0.00
0.00
0.00%
0.00
6,600.00
(6,600.00)
-100.00%
Phones & Postage
1,837.83
1,838.00
(0.17)
-0.01%
5,513.49
5,514.00
(0.51)
-0.01%
Principal PD & Wellness Funding
0.00
500.00
(500.00)
-100.00%
0.00
1,500.00
(1,500.00)
-100.00%
Principals house income
1,000.00
1,000.00
0.00
0.00%
3,000.00
3,000.00
0.00
0.00%
Reintegration Services - MOE
2,943.00
2,943.00
0.00
0.00%
8,829.00
8,829.00
0.00
0.00%
Total Trading Income
474,697.88
472,937.00
1,760.88
0.37%
1,432,111.22
1,425,411.00
6,700.22
0.47%
Gross Profit
474,697.88
472,937.00
1,760.88
0.37%
1,432,111.22
1,425,411.00
6,700.22
0.47%
Operating Expenses
Administration
Accounting Costs
955.00
955.00
0.00
0.00%
2,865.00
4,415.00
(1,550.00)
-35.11%
BOT Travel/Reimbursement
7,426.20
0.00
7,426.20
0.00%
11,956.33
0.00
11,956.33
0.00%
Telephone Tolls/Rental
561.63
547.00
14.63
2.67%
1,520.35
1,721.00
(200.65)
-11.66%
Postage/Courier
4.78
0.00
4.78
0.00%
9.56
200.00
(190.44)
-95.22%
Printing & Stationery
255.60
220.00
35.60
16.18%
712.47
700.00
12.47
1.78%
Computer Support
441.46
515.00
(73.54)
-14.28%
1,310.56
1,935.00
(624.44)
-32.27%
Medical Charges
372.99
341.00
31.99
9.38%
882.00
1,518.00
(636.00)
-41.90%
Legal & Advisory
8,980.00
0.00
8,980.00
0.00%
11,040.95
5,000.00
6,040.95
120.82%
Management Travel
0.00
0.00
0.00
0.00%
0.00
600.00
(600.00)
-100.00%
Admin General
729.24
2,633.00
(1,903.76)
-72.30%
4,170.46
3,445.00
725.46
21.06%
Management Al owance - Concurrence
1,864.72
1,908.00
(43.28)
-2.27%
3,096.56
5,724.00
(2,627.44)
-45.90%
Photocopy Leases
439.76
1,030.00
(590.24)
-57.30%
2,100.27
3,080.00
(979.73)
-31.81%
Admin Salaries
23,984.86
24,401.00
(416.14)
-1.71%
67,956.25
73,204.00
(5,247.75)
-7.17%
Prov Retirement Leave
763.34
0.00
763.34
0.00%
2,290.02
0.00
2,290.02
0.00%
Recruitment
0.00
445.00
(445.00)
-100.00%
0.00
445.00
(445.00)
-100.00%
Professional Reading Books
0.00
500.00
(500.00)
-100.00%
0.00
500.00
(500.00)
-100.00%
Insurances
104.32
0.00
104.32
0.00%
104.32
75.00
29.32
39.09%
Miscellaneous Equipment (Minor value)
1,098.13
0.00
1,098.13
0.00%
1,098.13
100.00
998.13
998.13%
Computer Equipment (Minor value)
0.00
0.00
0.00
0.00%
1,739.60
1,000.00
739.60
73.96%
Furniture and Fittings (Minor value)
1,056.52
0.00
1,056.52
0.00%
1,476.52
2,500.00
(1,023.48)
-40.94%
Total Administration Costs
49,038.55
33,495.00
15,543.55
46.41%
114,329.35
106,162.00
8,167.35
7.69%
Learning Resources
Teacher Aides Wages
12,484.25
12,343.00
141.25
1.14%
17,402.15
37,029.00 (19,626.85)
-53.00%
MOE Tch Sals Exp
71,870.00
71,870.00
0.00
0.00%
215,610.00
215,610.00
0.00
0.00%
Professional Development
0.00
1,610.00
(1,610.00)
-100.00%
2,946.08
1,820.00
1,126.08
61.87%
Principal PD & Wellness Fund - MOE
0.00
500.00
(500.00)
-100.00%
1,290.43
1,500.00
(209.57)
-13.97%
Staff Supervision / EAP
347.83
580.00
(232.17)
-40.03%
747.82
1,160.00
(412.18)
-35.53%
Stationery School
20.88
150.00
(129.12)
-86.08%
20.88
580.00
(559.12)
-96.40%
Laptop Lease Costs
750.14
750.00
0.14
0.02%
809.03
809.00
0.03
0.00%
Outdoor Classroom
0.00
0.00
0.00
0.00%
0.00
250.00
(250.00)
-100.00%
KiwiSport
0.00
913.00
(913.00)
-100.00%
200.00
913.00
(713.00)
-78.09%
General Expenses School
1,200.93
1,827.00
(626.07)
-34.27%
1,711.75
2,677.00
(965.25)
-36.06%
Star Courses
0.00
600.00
(600.00)
-100.00%
20.87
600.00
(579.13)
-96.52%
Library
0.00
500.00
(500.00)
-100.00%
0.00
500.00
(500.00)
-100.00%
Total Learning Resources
86,674.03
91,643.00
(4,968.97)
-5.42%
240,759.01
263,448.00 (22,688.99)
-8.61%
Residential Programmes
House Requisites
274.61
210.00
64.61
30.77%
419.22
470.00
(50.78)
-10.80%
Catering
8,045.42
11,765.00
(3,719.58)
-31.62%
18,340.08
22,770.00
(4,429.92)
-19.46%
Op Expns Motor Vehicles
777.87
2,002.00
(1,224.13)
-61.15%
2,058.32
2,657.00
(598.68)
-22.53%
Maintenance Motor Vehicles
1,233.15
0.00
1,233.15
0.00%
3,068.78
3,091.00
(22.22)
-0.72%
Insurance Vehicles
0.00
0.00
0.00
0.00%
0.00
10,400.00 (10,400.00)
-100.00%
Owaka H1 BMP Spending
16.00
180.00
(164.00)
-91.11%
95.00
405.00
(310.00)
-76.54%
Owaka H1 Recreation Pupils
53.53
240.00
(186.47)
-77.70%
53.53
540.00
(486.47)
-90.09%
Makonui H2 BMP Spending
144.35
420.00
(275.65)
-65.63%
392.35
945.00
(552.65)
-58.48%
Makonui H2 Recreation Pupils
135.75
560.00
(424.25)
-75.76%
190.75
1,260.00
(1,069.25)
-84.86%
Huritini - BMP Spending
108.00
420.00
(312.00)
-74.29%
234.00
945.00
(711.00)
-75.24%
Huritini - Recreation Pupils
106.18
560.00
(453.82)
-81.04%
125.27
1,260.00
(1,134.73)
-90.06%
Tauawa BMP Spending
22.09
420.00
(397.91)
-94.74%
168.09
945.00
(776.91)
-82.21%
Tauawa Recreation Pupils
91.57
560.00
(468.43)
-83.65%
143.71
1,260.00
(1,116.29)
-88.59%
Pupil Expenses
195.74
750.00
(554.26)
-73.90%
486.81
2,400.00
(1,913.19)
-79.72%
Student Travel
1,888.81
1,401.00
487.81
34.82%
3,173.61
3,002.00
171.61
5.72%
Residential Staff Wages and Salary
170,142.35
182,425.00 (12,282.65)
-6.73%
516,635.45
547,275.00 (30,639.55)
-5.60%
Travel Assistance
199.77
228.00
(28.23)
-12.38%
288.63
456.00
(167.37)
-36.70%
Board Funded HDA Wages
1,198.63
1,615.00
(416.37)
-25.78%
3,615.07
4,845.00
(1,229.93)
-25.39%
Nurse Contract
973.91
1,085.00
(111.09)
-10.24%
973.91
2,270.00
(1,296.09)
-57.10%
Student Co-ord, Cook, Laundry
14,936.08
15,234.00
(297.92)
-1.96%
43,804.22
45,702.00
(1,897.78)
-4.15%
Residential Relievers Salary
9,339.80
3,930.00
5,409.80
137.65%
12,004.72
7,740.00
4,264.72
55.10%
Total Residential Programmes
209,883.61
224,005.00 (14,121.39)
-6.30%
606,271.52
660,638.00 (54,366.48)
-8.23%
Property
MOE Use of Land and Buildings Expense
85,482.00
85,481.00
1.00
0.00%
256,446.00
256,443.00
3.00
0.00%
Grounds
0.00
550.00
(550.00)
-100.00%
0.00
2,450.00
(2,450.00)
-100.00%
Lawns
0.00
0.00
0.00
0.00%
0.00
3,700.00
(3,700.00)
-100.00%
Maintenance General
4,215.74
2,543.00
1,672.74
65.78%
9,036.22
15,229.00
(6,192.78)
-40.66%
Vandalism
185.00
0.00
185.00
0.00%
1,470.00
500.00
970.00
194.00%
Rates
0.00
0.00
0.00
0.00%
7,155.19
7,075.00
80.19
1.13%
Energy
5,457.61
6,200.00
(742.39)
-11.97%
12,657.34
17,200.00
(4,542.66)
-26.41%
Property Personnel
6,599.14
8,741.00
(2,141.86)
-24.50%
22,721.67
26,223.00
(3,501.33)
-13.35%
School House Expenses
110.99
0.00
110.99
0.00%
110.99
2,600.00
(2,489.01)
-95.73%
Fire Protection/Alarms
1,933.96
554.00
1,379.96
249.09%
4,812.47
3,562.00
1,250.47
35.11%
Cleaning
464.72
785.00
(320.28)
-40.80%
1,836.95
1,950.00
(113.05)
-5.80%
Health & Safety Equipment
60.78
0.00
60.78
0.00%
(141.86)
500.00
(641.86)
-128.37%
Total Property
104,509.94
104,854.00
(344.06)
-0.33%
316,104.97
337,432.00 (21,327.03)
-6.32%

Depreciation Expense
8,000.00
8,000.00
0.00
0.00%
24,000.00
24,000.00
0.00
0.00%
Provision for Painting
10,000.00
10,000.00
0.00
0.00%
19,000.00
19,000.00
0.00
0.00%
Total Depreciation & Prov for Painting
18,000.00
18,000.00
0.00
0.00%
43,000.00
43,000.00
0.00
0.00%
Reintegration Services
Transition Communication
0.00
230.00
(230.00)
-100.00%
0.00
340.00
(340.00)
-100.00%
Transition Family Costs
0.00
500.00
(500.00)
-100.00%
0.00
1,000.00
(1,000.00)
-100.00%
Transition reintegration costs
0.00
1,230.00
(1,230.00)
-100.00%
0.00
2,220.00
(2,220.00)
-100.00%
Transition Travel
0.00
1,540.00
(1,540.00)
-100.00%
0.00
2,310.00
(2,310.00)
-100.00%
Total Reintegration Services
0.00
3,500.00
(3,500.00)
-100.00%
0.00
5,870.00
(5,870.00)
-100.00%
Total Operating Expenses
468,106.13
475,497.00
(7,390.87)
-1.55%
1,320,464.85
1,416,550.00 (96,085.15)
-6.78%
Net Profit
6,591.75
(2,560.00)
9,151.75
357.49%
111,646.37
8,861.00 102,785.37
1159.97%

Summary

HRC | Te Otu Mātua: Board of Trustees Separate Pathways
Informal Community Consultation

Question 1:
What disadvantages are there to HRC having its own separate board of trustees?
  •  None.

•  We’re only a single voice within special education. I think having a united stance
could be a better position for us.

•  Ensuring the skil  set of the board is suitable for a complex school like HRC.

•  The need to link effectively with the other school. Ensuring collaboration and
resource al ocation.

•  None.

•  I suppose one perceived disadvantage is that 'together we are stronger', especially in
the event of a proposed closure. That said, Salisbury School stayed open without
having access to any other board except its own. Another perceived disadvantage
would be 'less col aborative practice'. There are other avenues for col aboration
local y, and in the case of one-off needs, such as developing a cell phone policy,
principals can contact other RSSs directly and would not need a shared board to
access this route.

•  I see no disadvantages in HRC having its own separate Board of Trustees.

•  Are there any disadvantages. Most schools in NZ have their own boards. More people
needed for the job.

•  None. I believe that the unique nature of HRC warrants having a board to match.

•  None.

•  None.

Question 2:
What advantages are there to HRC having its own separate board of trustees?

•  We can make decisions based on the specific needs of our ākonga.

•  HRC can develop based on our own values. We can choose what is best for us and
our ākonga.

•  Ensuring that the board can focus on the needs of HRC rather than share across two
schools which have a different cohort of needs.

•  Focused local.

•  HRC can concentrate on its own issues.

•  The MoE encourages development of 'local curriculum'. Having a separate board of
trustees for HRC would facilitate the development of a local curriculum that reflects
the island we inhabit, the tangata whenua in our locality, the context of our ākonga,
etc.

•  Cost reduction - I would hope that a single local board could govern for lower fees
and reduced travel costs which would leave more funding in the operational budget
to meet needs of ngā ākonga.

•  Venue for meetings - a separate board would meet at HRC every time. This would
enhance familiarity with the school and HRC ākonga; ensure leadership can stay on
site for board meetings; and the timing of meetings would be more efficient and
reflect the needs of HRC.

•  Efficiency - having a separate board would reduce the paperwork by at least 50%,
which would enable the members of the board to dive deeper into the prepared
materials.

•  Parent/student representation - a separate board could facilitate both parent and
student involvement. The latter would be onsite and could attend a segment of the
meeting reserved for student voice.

•  Staff representation - would be stronger, as the current system only gives one vote to
one staff rep over two schools.

•  Focused workload - the mahi completed by the principal would be mahi that meets
the needs of HRC.

•  Length of meetings - with only one school to govern, the meetings would likely be
shorter, and definitely more focused.

•  Account auditing - this would be straightforward for a single board, single school.

•  Historic abuse - the workload in this area would be reduced as verification
documentation would only be kept for the one school.

•  The board can focus on issues that are unique to HRC. They do not have to split their
thinking between the two col eges.

•  They are able to cater to their local curriculum.

•  They are in two different islands having their own boards wil  al ow this to be
reflected.

•  I was surprised when looking at both Westbridge and Halswel  that they didn’t have
their own boards. I choose Halswel  over Westbridge because they had different
things to offer and Halswel  catered for my child better.

•  As stated above, it provides an opportunity to find a board that matches the unique
culture and nature of HRC and (student x) population, which based on my
understanding is significantly different to Westbridge student population need.

•  Independent governance.

•  More focused on understanding the needs of HRC.

Question 3:
Do you have any concerns about HRC having its own separate board of trustees?
•  Definitely not.

•  Don’t know enough about it.

•  Providing good members are appointed this should be of benefit to HRC.

•  No.

•  No.

•  None at al .

•  I ful y support HRC having it’s own separate board of trustees.

•  No.

•  No. But I do have concerns about having a board whose attention is split across two
special schools. That is where my concern lies.

•  No. It’s a great idea.