Local News
Gray Academy has made elaborate preparations in advance of school reopening September 8
By BERNIE BELLAN
With schools in Manitoba set to reopen on September 8, it goes without saying that there is an enormous amount of apprehension among both parents and students as to what will happen once students are back in class.
Gray Academy, however, has gone to unprecedented lengths to plan for the coming school year. The school prepared a 36-page “Framework for Reopening” pdf that touches upon almost every conceivable concern that parents and students might have. (The pdf is available for viewing on Gray Academy’s website.)
On Thursday, August 27, we had a chance to speak with Gray Academy Head of School Lori Binder about some of the preparations that Gray Academy has taken.
Lori began by referring to the “Framework for Reopening” which, she noted, “was sent out to all our families on Friday (August 21). Our staff is returning on Wednesday (Sept. 2) and then, after Labour Day we are reopening for full days of learning for students from Junior kindergarten all the way through to Grade 12 (although, as she explained later during our conversation, different grades will be returning to school on a staggered basis for an orientation day during the first week).
Lori noted that because there are such major differences between the rules that will be in place for elementary schools as opposed to high schools, based on the ability to physical distance, for the elementary school (which consists of Grades 1-6) “we measured and re-measured and measured and re-measured and we are able to commit to 1.5+ metres across the school with two metres (between each student) for students in 1-6 and are therefore capping enrolment where there’s no more space…so that leaves us (only) with a couple of spots in a couple of elementary grades.”
I asked whether, with the new spacing requirements between students that the province has imposed upon all schools – especially as it applies to elementary, that has forced Gray Academy to turn down applications from parents whose children might have gone to other schools last year?
Lori did acknowledge that “we have had to say no to some inquiries that are most recent, so now Grades 1-4 are full.” (She also explained that no class in elementary will have more than 19 students, whereas some classes last year did have more than that.) “In a normal year,” as Lori explained, “in Grades 4-6 we could go up to 24 students, but we have made the decision to put health and safety first, so if there is no room for another desk (that would allow for more than 19 students), there will only be a wait list if a spot came open.”
That led me to wonder whether there has been a notable increase in interest among parents of elementary aged students who had been enrolled in other schools to send their kids to Gray Academy?
“We’re getting inquiries a little bit more than we normally would at this time,” Lori responded. “It’s August 31st when public schools will be sending out their plans for reopening” so, depending on how those plans unfold, there may be even more interest from parents of students in other schools to send their children to Gray Academy.
(Lori noted, as well, that some high schools will only be having in-class learning two days a week, so that might also affect some parents’ plans.)
As far as grades other than elementary are concerned, Lori explained that “in our junior kindergarten and kindergarten programs – also in our high school, we are 1.5 (metres) plus and 1.5 plus means that in early years, it’s very similar to the provisions for child care: You’re not seated at a desk all day; the kids learn a little bit differently through play, so the provisions in JK and K are therefore very different” (from elementary).
“In high school,” Lori continued – and all across the whole school, we’ll be cohorting – so every two grades is a cohort. The purpose of a cohort is really to help insure some separation for entry to the school, exiting from the school. For elementary, it’s divisions at recess. We’re very fortunate to have a lot of space for play, so cohorts (in elementary) will stay in their recess location – and switch the next day.
“In high school we have two grades for every floor so the cohort stays on the floor. The teachers now moves to the classroom.” (Until this year students would move to different rooms depending upon the subject being taught.)
I wondered how, notwithstanding the creation of cohorts of students, how much the school would be able to maintain separation of students at arrival and departure times?
Lori answered: “Our JK and K, which is our early years wing, has an outside door – which we keep locked during the day, but we’re going to use it for drop-off and pick-up of the kids…when you walk into the school from where the play structure is, one doorway will be where the (Grade) 3’s and 4’s will enter; another doorway for the 1’s and 2’s leading to their hallway, and there’s actually a third door that has a staircase that goes up, and that’s where the 5’s and 6’s will go straight to their floor and where they’ll come out at the end of the day – and for recess.”
Naturally, with so much yet to be determined in terms of whether COVID-19 will be successfully contained with all the measures schools will be forced to adopt, Lori added that Gray Academy is also fully prepared to adapt to new requirements – should they be imposed upon the school (and all other schools) by the province.
“Response level two, which corresponds to the provincial response of yellow or orange, only affects 9-12,” Lori explained. In that case, those students would return to remote learning, which is what was in place beginning in April until school ended prematurely for all students in early June. “Students in Grades 1-8 would still stay in the building,” Lori added.
If the province ordered “Response level 3,” Lori continued, “which is the highest response level, then that would take us back to fully remote, except for early years.”
“We have articulated to our parents the entire gamut that the province has set out so we could pivot to our ‘Gray Away’ (which was the term Gray Academy developed to describe its sophisticated remote learning program this past spring), if needed.
School opening itself will be staggered, as was noted earlier in this article, so that each cohort will have a different opening day. This will allow “kids to get used to the routines and parents can get used to the new drop-off and pick-up routines,” said Lori.
Based on how well remote learning under ‘Gray Away’ did in the spring, I wondered whether the school had heard from some parents of students in Grades 9-12 who would prefer that their children be allowed to stay home and take all their classes remotely?
“We have heard from very few parents – very few,” Lori answered, who would prefer that their children learn remotely, “but we have also only heard from a few parents who have chosen to home school” their children.
Let’s face it though – all the preparation in the world isn’t going to dramatically ease the anxiety that parents – and their children, will be experiencing each day as we get closer to September 8.
The staff at Gray Academy have been preparing themselves as best they can, however, and as Lori Binder noted, “we try to be very proactive so that we can have calm parents – so that parents can know what our plans are. It’s one of the reasons that we wanted to get our plans out (via the school’s website) last Friday – also to keep our staff informed as well.
“We have orientation sessions for our parents on-line next week, in addition to what we’re doing with the kids…we want to walk through this and see what’s successful that we’ll keep assessing” and where changes will need to be made.
So, while we all hold our collective breaths – and pray for the best, the pressure on schools to abide by a dizzying array of new regulations handed down by the province is immense. In the case of Gray Academy, at least, no one can say that the administration of that school hasn’t done its utmost to plan for most contingencies. Is it appropriate for a Jewish newspaper to end an article with the expression: Let’s keep our fingers crossed?
Local News
Jewish Child and Family Service helped over 1800 families in 2025
By BERNIE BELLAN Jewish Child and Family Service will be entering the 75th year of its existence in 2027.
With a budget over $4,300,000, JCFS is also the largest beneficiary of funding from the Jewish Federation of the 12 Winnipeg Jewish community agencies that are beneficiaries of the Federation. (To see a list of the 12 agencies go to Funding for Beneficiary Agencies.)
Its impact has grown over the years as JCFS has expanded its horizon, continually adding to the many services it provides. During the JCFS’s Annual General Meeting, held in the Seniors’ Lounge of the Asper Campus on Tuesday evening, June 23, the important role that JCFS plays in the lives of so many members of the Jewish community – also a significant number of non-Jews as well, various speakers cited the many ways in which JCFS has continued to have such a huge impact.
With total revenues of $4,325,160 in fiscal year 2025 (which ended March 31, 2026), but slightly fewer expenses, JCFS not only delivered a wide gamut of services, it managed to deliver those services without incurring a deficit in 2025, despite some significant financial challenges.
As outgoing Board Chair Elana Grinshteyn observed, JCFS had to navigate some major reductions in funding, including a cut in funding from the federal government to the tune of $100,000, plus the loss of funding from the Claims Conference, which had provided support for Holocaust survivors.
Yet, despite those setbacks in funding, Grinshtein reported, “Together, we insured that services remained intact.
“We increased access to interest free loans,” she noted, “doubling” the amount that had been allocated in 2024.
And, amidst the ever-increasing demand for services, “JCFS has continued to navigate space limitations,” Grinshteyn noted. (I should note that as far back as 2019 I reported in an interview I had conducted with JCFS CEO Al Benarroch about the JCFS’s dire need for more space. Here is an excerpt from what Benarroch had to say about the JCFS’s need for more room back in 2019: “…we’ve been looking for roughly 3,000 more square feet of space. We have a footprint right now of roughly 5,000 square feet for over 40 staff. We’ve given up a board room here. It’s been taken over by older adult service staff. We have a conference room which is adjacent to the board room; we’ve moved two staff in there.
“Yesterday I gave up my office for the entire morning so that staff could interview clients.
“We need to relieve the pressure we’re facing right now – yet alone plan for expanding and growing.
“Whatever space we’d be looking at would be temporary. It’s now 22 years that we’ve been in this facility. The campus has taken over squash courts, it’s taken over a museum – internally, to accommodate the growth in services. Maybe it’s time now to look at growing outside this building…”
As the saying goes: “Plus ça change, plus c’est la même chose.” (That’s me, trying to impress.)
While I tried to take notes during Al Benarroch’s CEO report, I realized following his remarks that there was so much important information conveyed, also a slew of statistics, that it might be more helpful to reprint a good portion of what he said verbatim, so I asked Al to send me a copy of his remarks. (That’s one of the nice things about writing on a website. There’s an infinite amount of room to print the kind of stuff that nerds like me pretend to read.)
During his CEO’s report, Benarroch enumerated the many challenges JCFS encountered in 2025.
Among those challenges, Benarroch noted, were:
• The rising and high cost of living
• Food insecurity
• Housing issues
• Our aging population demographics
• The complex needs of our newcomer families
• The increasingly complex needs in mental health & youth mental health
Yet, despite all those challenges, Benarroch said, “As always… we rose to meet those head on, and with the support of our community.”
In particular, Benarroch cited the support of the Jewish Federation, which contributed $948,800 to JCFS in 2025. (The largest portion of JCFS funding, by the way came from the Province: over $1,100,000.)
Fundraising also played a significant role in contributing to JCFS revenues, with almost $700,000 raised through that route, including direct donations of over $320,000 and bequests over $40,000.
As Benarroch noted, “Every year, we look forward with hope that it will be a quiet year.
“Well, if that’s the case, we are in the wrong business.
“We happen to be in the reflect, respond and pivot business.
“This is the nature of the human existence.”
Benarroch went on to add some more statistics about how JCFS played such a pivotal role in the lives of so many people. In 2025 JCFS:
• Served 1,800 client households – impacting almost 5,000 people.
• Assisted 15 foster children.
• Served 70 families in Child Welfare….
“But what is even more important is that we assisted 90 children that remained at home with their families,” Benarroch said.
The year 2025 also saw the inauguration of what is known as the “Asper Empowerment Program”, through which:
• 311 clients were assisted (including Passover Assistance)
• $80,000 was disbursed in financial assistance
• Over $20,000 was given out in interest-free loans.
• 6,500 kg of food were disbursed
In the area of mental health and counselling services, Benarroch noted that JCFS:
• Supported over 50 adults with mental health challenges
• Our Friday Mental Health Wellness Group participants took part in 22 group activities or outings
• We support some 20 individuals and families impacted by addictions through individual and group services.
• We delivered almost 1,100 counselling sessions, over half of which were subsidized on our sliding scale.
• We continued to support individuals, families, and partner Jewish organizations with the ongoing emotional impacts of the war in Israel and high levels of global antisemitism.
In the area of support for older adults, JCFS served over 250 seniors including:
• 70 newcomer seniors
• 50 seniors living with mental health differences
• 65 Holocaust Survivors (including celebrating “25 years of our Holocaust Survivor Drop-in Group, a partnership with the Gwen Secter Creative Living Centre.”)
In the area of settlement services, JCFS:
• Welcomed almost 80 new families
• Almost 50 families from Israel, seeking reprieve from the ongoing stresses and pressures of the war.
Benarroch noted that “These families are dealing with the deep trauma of displacement, having lived under constant stress, fear and the ensuing post-traumatic impact, family and parenting challenges as a result, emotional exhaustion, financial strain, and more.
“Thanks to the Jewish Foundation of Manitoba, we hired a trained specialized support worker, with a background in therapy, to help these families cope, adjust, and receive much needed emotional supports.”
Benarroch went on to describe many more initiatives in which JCFS was engaged in 2025, but I want to return to the retirement of Elena Grinshteyn from the Board of JCFS after nine years serving on the Board, including the last two as Chair. Grinshteyn will be succeed by Bradley Abells, who has been on the Board since 2021. In his remarks, Abells noted that he is an actuary at Canada Life and that he first joined the Board when his particular expertise as an actuary proved extremely helpful in helping to solve a problem that had arisen, and he found the experience so rewarding he decided to remain on the Board ever since .
Also on the Board is Michael Schacter, who is returning as Treasurer and who looks the way you’d expect a finance guy to look.
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Local News
Jewish Foundation’s asset base surpasses $200 million for first time
By BERNIE BELLAN The Jewish Foundation of Manitoba continues to show stellar growth – having achieved total assets over $200 million in the 2025 fiscal year (a 7.4% increase from the 2024 fiscal year), also having distributed $8.2 million in grants during the year.
Those were among the highlights reported at the JFM’s Annual General Meeting, held Wednesday evening July 18, in the multipurpose room of the Asper Campus.
JFM CEO John Diamond noted that one of the most successful aspects of the year just past was the launch of what is known as “Fund Match II” which, he explained, is “building on the success of the original FundMatch project introduced in 2012.”
Under the terms of the new Fund Match program 18 initial organizations that created endowments with a combined value of $689,388 at the JFM benefitted from matching funds of $178,000 that were added to those endowments, with an additional four other organizations having joined in the program during the course of the year.
Other highlights (which can all be perused in the JFM’s annual report, available simply by going to the JFM website) include the JFM having “awarded 72 scholarships and academic awards totalling $230,759.”
JFM Board treasurer Bruce Caplan also spoke of some other notable achievements of the JFM in 2025, including a 12.64% return on investments and $4.27 million in new contributions.
The AGM also saw a number of changes to the composition of the board. Most notable among them is the retirement of Dan Blankstein as Board Chair – after having served two two-year terms, to be succeeded by Dafna Shore.
Also, the current longest-serving member of the board, Bonnie Cham, is retiring from the board after having served on it for 13 years, including three terms as Chair.
One other significant retirement announced at the AGM was that of Chief Financial Officer Ian Barnes – who will be retiring in December after 26 years as CFO During his remarks to the audience Barnes noted that “When I arrived at the Foundation, the assets were $29 million.” As noted, that figure has now grown to $200 million.
He also noted that “Since the Foundation was established in 1964, total grants and
distributions are $113.6 million.”
Barnes paid tribute to the three Chief Executive Officers with whom he worked: David Cohen, Marsha Cowan, and John Diamond. With regard to Marsha Cowan, Barnes said that “Marsha taught me about business – and how to dress!” (Barnes will be succeeded as CFO by Lynda Joyal.)
One of the annual customs of the JFM AGM is to thank the JFM staff – and to announce how many years each staff member has served at the JFM. While there are a number of individuals who have been with the JFM for a fairly long time, no one comes close to Patti Boorman, Director of Administration, who has been with the JFM for 37 years.
Among the largest new grants given by the JFM in 2025 were: a grant of $122,000 to the Asper Jewish Community Campus, Gray Academy of Jewish Education and Rady JCC to support the construction of a “new accessible outdoor play structure, ensuring safe, inclusive play for children and families; a grant of $150,000 to the Simkin Centre for the hiring a Volunteer Engagement Specialist – a three-year project to modernize volunteer programs and enhance resident, family, and intergenerational involvement.
Among the leading recipients of distributions from donor-recommend endowment funds – all of which had received grants in the past were:
The Jewish Heritage Centre of Western Canada $149,618
Rady JCC 154,746
Gray Academy 168,535
Canadian Associates of Ben-Gurion University 163,488
Jewish Child & Family Service 447,471
Simkin Centre 858,654
Asper Campus 431,099
Combined Jewish Appeal 907,688
Jewish Federation of Winnipeg 531,076
Note: A number of the above organizations also received community impact grants – which are one-time grants given for special purposes.
