consolidated resource plan 2015 2016 - overview · 2019-12-16 · presentation objectives provide a...
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Consolidated Resource Plan 2015 – 2016
For Presentation:
Budget information can be found at: https://www2.viu.ca/budget/index.asp
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February 4, 2015 - To President’s Council
February 16, 2015 - To Planning and Priorities Committee
March 5, 2015 - Planning and Priorities Committee Reports to Senate
March 26, 2015 - Finance Committee Presents to the Board of Governors for Approval
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Presentation Objectives
Provide a summary of the Consolidated Resource Plan (CRP) document
Increase the understanding of the budget intake and development processes within the context of the Academic Plan and Integrated Planning
Articulate Institutional risks/mitigation
Generate line-of-sight from planning to resourcing
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Where are we in the budget process? (done)
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Sept/Oct
• Environmental Scan to budget holders
• Finalization of Strategic Resource Plans (SRPs) and submit to Senior Budget Managers (VPs and President)
Early Nov
• Budget holders present their SRPs to Senior Budget Holders
Early
Dec
• Senior Management deliberations
Mid-Dec
• Final decisions and extensive budget team work to build the budget and balance
January • Deliberation decisions have been communicated to budget holders
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Where are we in the budget process? (to do)
January 2015 – Budget holders start planning for
subsequent years (2016-2017 forward)
February/March 15/16 Consolidated Resource Plan for presentation and approval
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Budget – Areas of Responsibility Instructional/
Faculty Academic
Support Divisions Institutional
Support Governance Institutional
Academic and Career Preparation
Aboriginal Education Facilities and Ancillary
Services President’s Office Institutional Revenue
Arts and Humanities Centre for Innovation and
Excellence in Learning Financial Services University Secretariat President’s Institutional
Cowichan Campus Enrolment Management Human Resources VPAF Institutional
Education Library Information Technology
Services
Health and Human Services Provost and VP Academic
Office Milner Gardens – Operations
International Education PVAP – Centralized
Academic Units University Relations
Management PVAP – CSR/Deep Bay/ICSS Office of the Vice-President, Administration and Finance
Powell River Campus Registration VPAF Administrative Support
Activity
Science and Technology Research and Scholarly
Activity
Social Sciences Student Affairs
Trades and Applied Technology
University Planning and Analysis
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The Academic Plan Frames our Future
The Academic Plan is the expression of VIU’s strategic thinking and the foundation of the University’s integrated plans that guide our future.
Our focus remains the five Academic Plan objectives:
student learning, engagement and success
academic community
program quality
community engagement
institutional effectiveness
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As a values-based institution, Vancouver Island University is a dynamic and creative community of faculty, staff, and students.
We share a strong belief in the power of learning to change people’s lives.
Our values influence everything we do every day, including resource planning.
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Values Guide All That We Do
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Values Guide All That We Do (con’t)
Learning: we support student success, access to education, appropriate use of technology, development of literacies, communication and exchange of ideas across disciplines and locations, exploration and application of new thought and pursuit of lifelong learning
Discovery: through the pursuit of free enquiry we promote an enduring learning community
Engagement: we value ongoing cooperation with our partners in education, with communities in our region and with colleagues throughout the world
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Achievement: we believe in the potential of our learners and are committed to promoting the excellence and success of our students, faculty, staff and alumni
Diversity: we value human diversity in all its dimensions and are committed to maintaining learning and working environments which are equitable, diverse and inclusive
Celebration: we celebrate the achievements of our students, faculty, staff, alumni and the communities we serve
Sustainability: we support a healthy sustainable environment through progressive operational practices and promotion of environmental awareness
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Values Guide All That We Do (con’t)
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Government Impacts on Consolidated Resource Plan
1. AVED implementation of year three of targeted grant reductions
associated with the Administrative Services Delivery
Transformation (ASDT) initiative resulting in a ($0.7m) reduction
in the operating grant.
2. Government tuition policy change regarding ABE and ESL
announced December 2014 resulting in a reduction of ($0.7m)
in the operating grant.
3. Continued ‘all funds, no deficit budget’ direction from Treasury
Board.
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Government Impacts on Consolidated Resource Plan
4. Expectation to share the cost of capital expenditures at a
minimum of 10% contribution by VIU.
5. Focus on having government funding support Skills for Jobs
Blueprint – re-engineering the operating grant to target
25% of funding to in-demand jobs by 2016/2017.
6. BC Skills for Jobs Blueprint – all three pillars.
7. VIU’s mandate as articulated in the Government of BC
Mandate Letter.
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BC Skills for Jobs Blueprint – re-engineering the operating grant
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Pillar Two focus – 25% directed grant funding for skills to support in-demand jobs
Pillar One - high school transition rates, Canada Learning Bond initiative, Youth In Care Tuition Waiver Program, dual credit, SD – VIU agreements and SD/FN/VIU agreements (ex:Cowichan)
Pillar Three – Industry/VIU and Program/Faculty partnerships, and trades capital funding
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CONSOLIDATED RESOURCE PLAN
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2015-2016 Consolidated Resource Plan
VIU is responsible for the financial stewardship of $136.7m in total annual revenue and on a consolidated basis is tabling a balanced budget for 2015-2016 in response to the continuing ‘all funds, no deficit’ Treasury Board directive.
CRP is projected to increase by $3m or 2.27%
to $136.7m from $133.6m in 2014-2015.
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Consolidated Resource Plan (CRP)
VIU’s consolidated resource plan presented in Schedule 1 reflects the entire enterprise and controlled entities.
The consolidated resource plan is the budget plan cited by AVED.
Controlled entities include:
Vancouver Island University Foundation
Western Student Housing Ltd
Milner Gardens and Woodlands Society
The International High School at VIU and The High School at VIU.
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REVENUE AND EXPENDITURES
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2015-2016 Primary Sources of Revenue Change
Province of BC grants decrease of ($1.9m) or (3.41%):
Reduction of ($0.7m) relating to ASDT initiative
Reduction of ($0.7m) for ABE and ESL
Reduction of ($0.5m) relating to reduction in operating grants and fluctuations in Off-grant/Cost Recovery activity
Tuition and Student Fees
Increase of $0.7m relating to ABE and ESL
Increase of $1.2m in domestic tuition and program fees, due to the 2% rate increase of $0.4m and the annualized impact of other activity totaling $0.8m (ex: new programs)
Increase of $2.6m in Off-grant/Cost Recovery due to growth in international enrolments and Trades activity
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2015-2016 Primary Sources of Revenue Change (con’t)
Decrease of $0.4m in High Schools resulting from revised enrolment projections
All remaining revenues combined increase of $0.8m:
Increase of $0.4m in Rental Income anticipated in Western Student Housing
Increase of $0.3m in Other Grants and Contracts, driven primarily by International Educational field school activity
Increase of $0.1m for all other revenue categories
Tuition Fee Policy: http://www.aved.gov.bc.ca/tuition/welcome.htm
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Sources of Revenue…Unprecedented Shift
Two main sources of Revenue
• Provincial Funding (40.6%)
• Domestic and International Tuition and Student Fees (42.1%)
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Provincial Funding Gap
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Salaries and benefits increase of $2.4m:
Increase of $0.5m to support existing faculty and staff scale changes and fringe benefit increases
Increase of $1.1m relating to growth in International student support and activity ($0.6m in the International Faculty and $0.5m distributed to other faculties)
Strategic investments and realignments totaling $0.8m
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2015-2016 Primary Sources of Expenditure Change
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$1.0m increase in amortization of capital assets - primarily a result of internally funded renovations and purchases
Interest on long term debt decrease of $0.7m: Due to the elimination of all long term debt at the end of fiscal 2013-2014
$0.4m net increase in all other expense lines. Related to growth. Realignments between categories has occurred and overall a small increase in total expenses
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2015-2016 Primary Sources of Expenditure Change (con’t)
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Sources of Expenditure - Dominated by Salaries and Benefits
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Salaries & Benefits74%
Fees & Purchased Services
5%
Travel & Training2%
Scholarships & Bursaries
1%
Equipment Rental & Maint.
1%
Utilities, Insurance & Taxes
2%
Materials & Supplies6%
Amortization of capital assets
6%
Cost of goods sold3%
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FUND-BY-FUND PERSPECTIVE
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Fund-by-fund Perspective
What?
VIU maintains separate funds for diverse activities, which have been delineated into separate schedules in the budget report.
Why?
• enhance accountability
• budget control (transfers in and out)
• stewardship of resources
• Taxpayer Accountability Principles
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Consolidated Resource Plan at a Glance Net Year Over Year Comparison
(Shows the net year over year comparison for the separate funds and the amounts are summarized in Schedule 1. (To interpret the graph – note that
below the line and above the line net to zero.)
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• Represents 59.8% of total revenue budget
• Generates $81.8m in revenues
• Has $91.7m in direct internal area expenses
• $1.1m in net supporting transfers in
• ($8.8m) net shortfall generated
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Operating Fund
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Off Grant/Cost Recovery Fund
• Represents 27.7% of total revenue budget
• Generates $37.9m in revenues
• Has $25.9m in direct internal area expenses
• $2.3m in net supporting transfers out
• $9.7m net excess is used to balance CRP
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Ancillary Operations* Fund
• Represents 5.8% of total revenue budget
• Generates $7.9m in revenues
• Has $7.2m in direct internal area expenses
• $0.4m in supporting transfer out
• $0.3m net excess is used to balance CRP *includes Bookstore, Food Services, Parking and Security, Events, Printshop
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Capital Fund
• Represents 3.4% of total revenue budget
• Generates $4.6m in revenues from externally funded assets
• Has ($8.2m) amortization of capital assets expense
• $2m net supporting transfers in
• ($1.6m) net shortfall generated
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Controlled Entities*
• Represents 3.3% of total revenue budget
• Generates $4.5m in revenue
• Has $3.7m in direct internal area expenses
• $0.5m net supporting transfers out
• $0.3m net excess used to balance CRP *includes VIU Foundation, The High Schools at VIU, Milner Gardens and Woodlands Society and Western Student Housing Ltd.
Refer to Schedule 4
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Vancouver Island University Foundation
• Is a registered charity
• Main purpose is fundraising
• The Operating Fund transfers $0.68m in scholarships
• The CRP does not include provisions for unrealized gains or losses on endowment investments
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The High Schools at VIU
1. The International High School at VIU Association
2. The High School at VIU Association
Both are registered charities
Controlled entities because of their constitutions
Regulated by the Ministry of Education
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Milner Gardens and Woodlands Society
• Incorporated in 2000 under the Society Act of BC
• Registered charity
• Manages an investment fund, solicits donations, and operates fundraising activities
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Western Student Housing (WSH)
• Manages student resident real-estate holding of VIU
• Rental rates are expected to match market
• Expenditures are tightly controlled
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GOVERNMENT GRANTS
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Province of BC Grants - Overall $55.5m includes ($1.96m) decrease
Consolidated Province of British Columbia Grants
96% in Operating Fund (base grant) declining by ($1.58m) Cost Recovery Programs and Controlled Entities declining by ($0.3m) and ($0.04m) respectively.
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Provincial Grant Revenue – Operating Fund
Consolidated Province of British Columbia Grants
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Government of Canada Grants and Other Grants and Contracts - $4.8 million
Comprises 3.6% of consolidated revenue. The net $0.1m increase is a combination of ($0.2m) decrease in Government of Canada grants and $0.3m increase in Other grants and contracts.
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Fluctuations in both streams are normal Government of Canada grants primarily relate to scholarly activity Other Grants and contracts relate to programs or other activities primarily offered in the off-grant/cost recovery stream
TABLE 8: Consolidated Government of Canada gants and Other grants and contracts by Area
2015-2016 2014-2015 Change 2015-2016 2014-2015 Change
A B C = A - B D E F = D - E
Academic & Career Preparation - - - 685 685 -
Arts & Humanities - - - 300 300 -
Cowichan Campus 70,000 - 70,000 127,038 266,490 (139,452)
Health & Human Services - - - 77,000 77,000 -
International Education 185,088 240,537 (55,449) 1,392,716 882,657 510,059
Management - - - - 25,000 (25,000)
Powell River Campus - - - 16,650 30,650 (14,000)
Science and Technology 3,800 3,800 - 551,077 551,077 -
Trades & Applied Technology - - - 14,534 36,152 (21,618)
Aboriginal Education - - - 176,626 175,952 674
PVPA - Centralized Academic Units - - - 30,467 30,467 -
PVPA - CSR/DBMFS/ICSS - - - 74,400 74,400 -
Scholarship & Community Engagement 1,260,004 1,502,095 (242,091) 603,033 582,453 20,580
Student Affairs - - - 71,740 71,740 -
Facilities Services - - - - - -
Financial Services - - - 38,000 34,000 4,000
Information Technology Services - - - 72,550 72,550 -
Ancillary Operations - - - 87,000 89,800 (2,800)
Total (Schedule 1) 1,518,892 1,746,432 (227,540) 3,333,816 3,001,373 332,443
Note: Area data has been taken from their respective Appendix
GOVERNMENT OF CANADA GRANTS OTHER GRANTS AND CONTRACTS
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Government of Canada Grants and Other Grants by Area
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TUITION AND STUDENT FEES
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Tuition and Student Fees
Operating $1.9m increase: $0.4m increase from 2% fee increase $0.3m increase from realignment of programming from off-
grant/cost recovery to operating fund $0.5m increase from annualized impact of other changes $0.7m increase due to ABE and ESL - offset by grant
reductions No increase related to growth
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CONSOLIDATED TUITION & STUDENT FEES
% OF
TOTAL
2015-2016 % OF
TOTAL
2014-2015
Change
Increase
(Decrease)
%
Change
Operating 45% 26,180,979 $ 45% 24,224,279 $ 1,956,700 $ 8%
Off Grant/Cost Recovery 53% 30,406,405 52% 27,836,445 2,569,960 9%
Controlled Entities 2% 1,000,615 3% 1,413,030 (412,415) -29%
Schedule 1 100% 57,587,999 $ 100% 53,473,754 $ 4,114,245 $ 8%
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Tuition and Student Fees (con’t)
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Off-Grant/Cost Recovery $2.5m increase: $2.4m from increased enrolment and international student
fees Net $0.1m from annualized impact of fee changes after
realignment of programming Controlled Entities ($0.4m) decrease: Related to revised enrolment projections for The High
Schools
CONSOLIDATED TUITION & STUDENT FEES
% OF
TOTAL
2015-2016 % OF
TOTAL
2014-2015
Change
Increase
(Decrease)
%
Change
Operating 45% 26,180,979 $ 45% 24,224,279 $ 1,956,700 $ 8%
Off Grant/Cost Recovery 53% 30,406,405 52% 27,836,445 2,569,960 9%
Controlled Entities 2% 1,000,615 3% 1,413,030 (412,415) -29%
Schedule 1 100% 57,587,999 $ 100% 53,473,754 $ 4,114,245 $ 8%
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5,478 5,568 5,900
6,443 6,208 6,090 6,009 5,873 5,837 5,872 5,944
1,069 1,114
1,282
1,252 1,159
1,018 1,157 1,096 1,147 1,075 1,088
905 818
909
1,011 1,143
1,039 1,200 1,359 1,367 1,323 1,340
-
2,000
4,000
6,000
8,000
10,000
2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17
International
ITA
Domestic
FORECAST
Overall FTE Enrolments 3-year Forecast
Prepared by the Office of University Planning and Analysis
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INVESTING IN PEOPLE
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Alison Taplay Disability Studies Coordinator and University Instructor Powell River Campus
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Investing in People $100.5m includes $2.4m increase Consolidated
Salaries and Benefits Expenditures
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$1.1m to support increased international student population:
$1.1m increase to support international students, 55% ($0.6m) in the International Education Faculty and 45% ($0.5m) across other faculties
$1.3m increased costs and capacity:
$0.5m increase to support existing staff - scale changes and fringe benefit cost increases
$0.7m capacity increase includes new instructional positions and support positions across the institution
$0.1m increases resulting from realignments of existing expenditure budgets
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Investing in People $100.5m includes $2.4m increase Consolidated
Salaries and Benefits Expenditures (con’t)
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NON-SALARY EXPENDITURES
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Consolidated Non-Salary Expenditures $36.2m includes a $0.7m increase
Comprises 26% of the consolidated expenditures. Increase is mainly a result of growth.
$1.0m increase in amortization of capital assets - primarily a result of internally funded renovations and purchases
Interest on long term debt decrease of ($0.7m) due to the retirement of all long term debt at the end of fiscal 2013-2014
$0.4m net increase in all other expense lines. Related to growth. Realignments between categories has occurred and overall a small increase in total expenses
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CONCEPT OF CRP LEVERAGE
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Leveraging Financial Resources
2015-2016 CRP includes assumptions and associated risks or opportunities.
VIU is prepared to manage some risk in order to leverage financial resources, as long as the combined potential negative impact of all the expected risks can be offset by the combined potential positive impact of opportunities…
…such that the University will close the year on a consolidated basis without incurring a deficit.
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Leveraging Financial Resources (con’t)
Capacity Salary vacancy savings – persistently ~4% of University’s budgeted
salaries and benefits 2015-2016 total capacity is $4.0m, applying a 65% conservative
probability that this will continue results in unspent leverage capacity of $2.6m to support (Tier 1) initiatives
International Education – consistently strong budget over-performance
2015-2016 additional capacity potential is estimated as $0.3m to support Tier 1 initiatives
Total budget capacity from vacancy savings and International Education
performance amount to $2.9m.
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Leveraging Financial Resources (con’t)
Risk Risk of shortfall in domestic tuition relating to lower than targeted
domestic enrolments - estimated to be ($1.5)m Assumed that not all of the approved strategic initiatives (Tier 1) will be
advanced within the year as priorities shift and unforeseen environmental impacts occur - a probability of 75% has been assigned against the total $1.8m Tier 1 initiatives that have been approved; impact associated with the leverage risk is estimated to be ($1.3)m
Total budget risks from potential domestic tuition shortfall and leverage amount to ($2.8)m.
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Leveraging Financial Resources (con’t)
Total potential unspent budget capacity is calculated as $2.9m and total budget risk is estimated as ($2.8)m
The overall consolidated resource plan has the capacity to absorb the potential risks and still have the University close the year on a consolidated basis, without realizing a deficit
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Institutional contingency provides for in-year leveraging of potential opportunities and mitigation of risks
$0.8m available in contingency pools for three senior budget holders
Less than 1% of total budget
Unspent Capacity Leverage (UCL) (previously known as debt recovery) is the overbooking strategy which allows the University to support innovation, strategic investments and entrepreneurship.
An area’s current year budget is not increased to compensate for UCL plans
The amount supported in 2015-2016 is $1.8m up from $1.3m
Contingency and Unspent Capacity Leverage
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CAPITAL
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Minor Maintenance Funding
VIU relies on one time Ministry funding to support capital maintenance projects that:
Address life safety
Health and environmental risk
Maintain the asset
Are undertaken to avoid deterioration and systems failure
2013-2014 and 2014-2015 received $0.4m in one time funding
No funding has been confirmed or incorporated for 2015-2016
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58 Planned Capital Purchases
Investments 2015-2016 budget includes $5.2m in planned capital purchases (down from $5.5m in 2014-2015 budget):
$4.1m in Operating (Schedule 2 for details)
$0.8m in Off-grant/Cost Recovery (Schedule 2 for details)
$0.3m in Western Student Housing
The impact of these planned expenditures on amortization of capital assets expense has been included in the CRP
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LONG TERM RISKS
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A Number of Long Term Risks Persist
Declining government funding and constrained tuition and fee policy
Sustainable budget: need strong and diversified revenue streams
Dependency on International and Off-grant/Cost Recovery activity currently 27.7% or $37.9m of consolidated revenue - many factors outside our control can affect this activity stream
Deferred maintenance - a number of academic programs reside in buildings that are over 30 years old
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A Number of Long Term Risks Persist (con’t)
Several structures are not adaptable to current teaching methods and are expensive to operate
Outdated Information Technology infrastructure and systems
Capital availability
Government policy and impacts that create shortfalls (more with less)
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SCHEDULES AND APPENDICES
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Schedule 1: Consolidated Budget Statement 63
Schedule 1: 2015-2016 Consolidated Budget Statement
Operating
Off Grant/
Cost Recovery
COMBINED
BUDGET
(Schedule 2)
Ancillary
Operations
(Schedule 3)
Capital
UNIVERSITY
BUDGET
Controlled
Entities
(Schedule 4)
2015-2016
CONSOLIDATED
BUDGET
2014-2015
CONSOLIDATED
BUDGET
Change
Increase
(Decrease)
%
Change
Revenue (a) (b) (c) = (a) - (b)
Province of British Columbia grants 53,359,750$ 2,128,774$ 55,488,524$ -$ -$ 55,488,524$ 5,000$ 55,493,524$ 57,451,235$ (1,957,711)$
Government of Canada grants - 1,518,892 1,518,892 - - 1,518,892 - 1,518,892 1,746,432 (227,540)
Other grants and contracts 242,964 3,003,852 3,246,816 87,000 - 3,333,816 - 3,333,816 3,001,373 332,443
Tuition & student fees 26,180,979 30,406,405 56,587,384 - - 56,587,384 1,000,615 57,587,999 53,473,754 4,114,245
Sales of goods & services 633,036 119,548 752,584 7,714,550 - 8,467,134 80,915 8,548,049 8,553,490 (5,441)
Rental income 35,775 142,168 177,943 38,000 - 215,943 2,435,250 2,651,193 2,250,011 401,182
Deferred capital contributions - - - - 4,594,012 4,594,012 - 4,594,012 4,456,191 137,821
Investment income 975,402 - 975,402 - - 975,402 402,500 1,377,902 1,246,674 131,228
Gifts, grants & bequests 99,600 108,600 208,200 - - 208,200 558,000 766,200 543,803 222,397
Other 259,274 441,533 700,807 44,200 35,000 780,007 15,295 795,302 910,110 (114,808)
81,786,780$ 37,869,772$ 119,656,552$ 7,883,750$ 4,629,012$ 132,169,314$ 4,497,575$ 136,666,889$ 133,633,073$ 3,033,816$ 2.27%
Expenses (by object)
Salaries & Benefits 77,899,364$ 19,024,243$ 96,923,607$ 2,125,533$ -$ 99,049,140$ 1,428,703$ 100,477,843$ 98,126,734$ 2,351,109$
Fees & Purchased Services 3,518,350 2,458,075 5,976,425 1,001,734 - 6,978,159 384,676 7,362,835 7,218,744 144,091
Travel & Training 1,048,895 1,490,269 2,539,164 11,298 - 2,550,462 39,000 2,589,462 2,369,848 219,614
Scholarships & Bursaries 132,293 467,834 600,127 - - 600,127 1,344,000 1,944,127 1,632,252 311,875
Equipment Rental & Maintenance 740,807 168,819 909,626 83,291 - 992,917 82,930 1,075,847 1,402,949 (327,102)
Utilities, Insurance & Taxes 2,393,626 122,572 2,516,198 25,810 - 2,542,008 264,952 2,806,960 2,732,205 74,755
Materials & Supplies 5,629,338 1,985,064 7,614,402 (15,880) - 7,598,522 146,659 7,745,181 7,698,687 46,494
Amortization of capital assets - - - - 8,202,578 8,202,578 - 8,202,578 7,214,603 987,975
Cost of goods sold 334,310 153,837 488,147 3,941,849 - 4,429,996 32,060 4,462,056 4,498,555 (36,499)
Interest on long term debt - - - - - - - - 738,496 (738,496)
91,696,983$ 25,870,713$ 117,567,696$ 7,173,635$ 8,202,578$ 132,943,909$ 3,722,980$ 136,666,889$ 133,633,073$ 3,033,816$ 2.27%
Subtotal (9,910,203)$ 11,999,059$ 2,088,856$ 710,115$ (3,573,566)$ (774,595)$ 774,595$ -$ -$ -$
Internal Transfers
2,809,050$ (2,809,050)$ -$ -$ -$ -$ -$ -$ -$ -$
(416,818) 544,713 127,895 - - 127,895 (127,895) - - -
(588,607) - (588,607) (375,852) 2,018,148 1,053,689 (1,053,689) - - -
From (To) - Scholarships & Bursaries (682,100) - (682,100) - - (682,100) 682,100 - - -
Total Internal Transfers 1,121,525$ (2,264,337)$ (1,142,812)$ (375,852)$ 2,018,148$ 499,484$ (499,484)$ -$ -$ -$
Annual Surplus (Deficit) (8,788,678)$ 9,734,722$ 946,044$ 334,263$ (1,555,418)$ (275,111)$ 275,111$ -$ -$ -$
Additional information:
Institution (8,769,084)$ 9,371,707$ 602,623$ 334,263$ (1,555,418)$ (618,532)$ 275,111$ (343,421)$ (68,585)$ (274,836)$
Area (19,594) 363,015 343,421 - - 343,421 - 343,421 68,585 274,836
(8,788,678)$ 9,734,722$ 946,044$ 334,263$ (1,555,418)$ (275,111)$ 275,111$ -$ -$ -$
Unspent Capacity Leverage 639,165 1,166,811 1,805,976 20,000 - 1,825,976 - 1,825,976 1,357,046 468,931
Planned Capital Purchases 4,114,294 770,000 4,884,294 20,000 - 4,904,294 300,000 5,204,294 5,475,747 (271,453)
Planned Capital Reserve Contribution - - - 80,148 - 80,148 - 80,148 161,391 (81,243)
From International (To Faculties)
From (To) - Areas
From (To) - support Capital
Annual Surplus (Deficit) - Distribution
Notation:
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Other Schedules and Appendices
Schedule 2: 2015-2016 Statement of Operating and Cost Recovery
Combined Budget CRP page 15
Schedule 3: 2015-2016 Budget Statement of Operations for Ancillary
Operations CRP page 16
Schedule 4: 2015-2016 Budget Statement of Operations for
Controlled Entities CRP page 17
Appendices 1 – 33: Budget Statement of Operations for each Area of
Responsibility CRP page 19 to 51
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