estimates submission 2017/18 - university of manitoba · impact of holding 2017/18 grants at the...

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Estimates Submission 2017/18

September 2016

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Table of Contents CONTEXT SETTING ........................................................................................................................................................................ 3

ACKNOWLEDGEMENTS ................................................................................................................................................................. 5

PART I – BUDGET AND INSTITUTIONAL INFORMATION................................................................................................................. 6

Impact of holding 2017/18 grants at the 2016/17 levels and tuition increases at 1.5% .................................................... 6

Increases proposed in 2017/18 and institutional priorities ....................................................................................................... 6

Board of Governors approved operating budget for 2016/17 ................................................................................................ 10

Plans to reallocate resources within the institution to higher priority programs and/or services .......................................... 10

ACCESS financial reports by program, identifying prior years’ actual costs and budget projection ........................................ 15

Other student revenue charge increases projected for 2017/18 compared to 2016/17 levels. ............................................. 17

Status report on the progress achieved on the development and/or implementation of programs approved and/or funded under the College Expansion‐Initiative, the Strategic Program envelope and the Systems Restructuring Envelope during 2014/15 and 2015/16. ............................................................................................................................................................ 17

PART II – SUPPLEMENTARY SCHEDULES ...................................................................................................................................... 18

Enrolments – Actual enrolment levels and projections for full‐time, part‐time, summer/intersession and full‐time equivalent students for 2015/16 and projections for 2016/17 & 2017/18 ............................................................................. 18

Enrolment in ACCESS programs ............................................................................................................................................... 19

Externally and internally restricted funds for 2015/16 ........................................................................................................... 20

Summary budgeting revenue and expenditures for 2016/17 projections and 2017/18 estimates ......................................... 21

Reconciliation – 2015/16 Operating revenue and expense actual with the audited financial statements, and with the 2015/16 approved budget ....................................................................................................................................................... 22

Staffing – Full‐time, part‐time and full‐time equivalents positions for 2015/16, 2016/17* & 2017/18* 2015/16 staff counts as at March 31, 2016 ............................................................................................................................................................... 26

Tuition – Actual aggregate tuition revenue for 2014/15 and 2015/16, projections for 2016/17 and 2017/18 ...................... 27

Equipment and renovations 2015/16 actual expenditures and 2016/17 estimates .............................................................. 28

Critical infrastructure renewal projects 2017/18 ..................................................................................................................... 29

PART III – 2016/17 BUDGET AND RELATED DOCUMENTATION ................................................................................................. 30

Board of Governors 2016/17 operating budget submission .................................................................................................. 30

Memo from university secretary confirming board resolution approving the 2016/17 operating budget ........................... 51

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CONTEXT SETTING

The University of Manitoba is western Canada’s first university. Founded in 1877, we are the province’s largest and only medical doctoral university. We are a research intensive university that offers over 140 degrees, diplomas, and certificates, with more than 120 of these at the undergraduate level including professional disciplines such as medicine, law, and engineering.

The University community comprises close to 30,000 students, 10,800 faculty and staff, and 137,000 alumni. Nearly 16 per cent of our current students are international, representing approximately 113 countries. The University is located on the original lands of Anishinabe, Cree, Oji‐Cree, Dakota and Dene peoples, and on the homeland of the Metis nation. We are home to a thriving community of Indigenous researchers, staff and more than 2,100 First Nations, Metis and Inuit students, including over 180 graduate students — one of the largest Indigenous student bodies in the country.

Based on a 2009 Economic Impact Analysis, the University stimulates over $1.8 billion in economic activity in the province. With the recent additions of the stadium, soccer complex as well as future potential Southwood developments, the impact will only be greater. We are leaders in Manitoba’s knowledge economy with ground breaking research in areas such as nanotechnology, functional foods and nutraceuticals, HIV/AIDS, and climate change.

The University has 36 Canada Research Chairs – leaders in their respective fields – and a Canada Excellence Research Chair in Arctic Geomicrobiology and Climate Change. Our researchers are making contributions that have major local, national, and global impacts. The U of M is ranked 13th among Canada’s top 50 research universities for attracting research grants and contracts and has developed collaborative research partnerships with at least 54 research centres, institutes, facilities and groups around the globe. As Manitoba’s research‐intensive university, we make a significant contribution to the Province’s ongoing and future success.

The University is organized into the following Academic Units:

Faculty of Agricultural and Food Sciences Faculty of Architecture School of Art Faculty of Arts I.H. Asper School of Business Faculty of Education Faculty of Engineering Clayton H. Riddell Faculty of Environment, Earth and Resources Faculty of Graduate Studies Rady Faculty Health Sciences (including Dentistry, Medicine; Medical Rehabilitation; Nursing; and Pharmacy) Faculty of Kinesiology and Recreation Management Faculty of Law Desautels Faculty of Music Faculty of Science Faculty of Social Work Division of Extended Education University 1

To support the complex academic mandate of the University, sound administrative practices are essential, and particular attention has been paid in recent years to administrative and process transformation within the University. In the 2016/17 Estimates Submission, it was noted that as part of a three‐pronged approach to

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resource management1 a range of initiatives was conceived, developed and implemented that have updated many of the University’s processes and modernized and improved the way in which it offers its services.

This approach continues to drive our approach to resource management. Resource allocation is further strongly guided by Taking our place: The University of Manitoba Strategic Plan 2015 – 2020 which features 5 priorities and associated goals and supporting actions, as described in the following pages.

As with other medical doctoral research‐ intensive universities, we are subject to a number of factors such as the change in how governments across the country are funding universities, continued limitations on the growth of tuition fees, a competitive market for talented faculty, staff and students, changing demographics, the need for greater engagement between the University and the communities it serves, and the impact the University can have in the area of Indigenous achievement. The University is committed to working within this context, to invest available funds in a strategic manner and manage toward a sustainable future.

The balance of this submission addresses the June 10, 2016 request from Manitoba Education and Training (MET) for preliminary estimates and supplementary information for the 2017/18 fiscal year. We depend on the strength of our partnership with the Province of Manitoba in order for us to continue to contribute to the cultural, social and economic well‐being of its people and welcome this opportunity to provide this information.

1 (1) Streamlining administrative costs and processes; (2) streamlining academic structure; and (3) a strategic approach to investment.

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ACKNOWLEDGEMENTS

The University of Manitoba is grateful for the continued support received from Manitoba Education and Training (MET) and the Province of Manitoba, and acknowledges the following:

(a) The base operating grant for 2016/17 was increased by $8,541,000 or 2.50%.

(b) The University received a base operating grant of $351,582,650 for fiscal year 2016/17. Included in the base operating grant is the government funded loan payment of $203,350 for the Bannatyne Chiller which is paid directly by MET to Manitoba Health, $500,000 for the Online Development Hub and $610,000 to support full implementation of the Masters of Social Work in Indigenous Knowledge program.

(c) For the 2016/17 academic year, MET has permitted tuition and course related fees to increase by the Manitoba rolling average consumer price index of March 31, 2016, confirmed by the Province at 1.2%. Differential surcharges for courses taken by individuals who are not Canadian citizens or permanent residents are not subject to Provincial tuition fee legislation.

(d) The ACCESS grants were increased by $118,000 or 2.50% over the 2015/16 grant amount. The total ACCESS funding for 2016/17 is $4,830,100.

(e) The 2016/17 operating grant includes $208,000 towards the Internationally Educated Engineers Qualification Program (IEEQ).

(f) In 2015/16 MET provided the University base funding of $500,000 to support the acceptance of an additional 18 students to the Civil Engineering and Biosystems Engineering programs.

(g) In 2015/16 MET provided the University $365,000 to support the implementation of the Engineering Hybrid Pathway as proposed by the University of Manitoba and Red River College.

(h) Total funding for capital grants for 2016/17 is $7,015,000, which includes $3,020,000 for equipment and renovations and $3,995,000 for major capital projects such as asbestos abatement and building upgrades.

(i) MET had approved an allocation of $10 million for deferred maintenance projects at universities for 2015/16. The University of Manitoba received $6,796,000 with respect to this allocation which was used to address window and water line replacement, fire safety, building envelope projects, roofing projects, Allen Building phase 1 HVAC upgrade and Duff Roblin Building Emergency power upgrade.

(j) In support of the Manitoba Graduate Scholarship (MGS) Program, the Province of Manitoba has committed $2,100,000 for 2016/17 to the University of Manitoba.

(k) In 2015/16, the University received funding of $2,089,700 from the Manitoba Scholarship and Bursary Initiative (MSBI), which was used to support scholarships and bursaries for our students. The Provincial matching commitment in 2016/17 will be $1,895,000.

(l) During the 2015/16 fiscal year the province provided funding to the University in support of research activities. Under the Manitoba Research Innovations Fund $3,056,213 was provided for successful awards received from the Canada Foundation for Innovation, $180,000 was received under the Manitoba Centres of Excellence Fund, and $1,177,000 was received under the Health Research Infrastructure Initiative.

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(m) To date, the University has raised $247M in philanthropic gifts towards the $500M goal and we are in discussions with the Province about a government commitment towards the Front and Centre Campaign.

PART I – BUDGET AND INSTITUTIONAL INFORMATION

Impact of holding 2017/18 grants at the 2016/17 levels and tuition increases at 1.5%

Utilizing the planning assumptions outlined in the June 10, 2016 communication from Manitoba Education and Training, the projected impact of a 0.0% grant increment combined with and 1.5% tuition increase for 2017/18 is an operating shortfall of $7.1M in continuing funds. This estimate assumes enrolment levels equal to the projected 2016/17 levels. Other assumptions include salary and benefit increases based on anticipated collective agreement settlements or as previously approved by the Board of Governors, and an inflationary increase of 1.5% for non‐salary expenses.

Without additional Provincial support in excess of current assumptions, the University will be unable to continue offering existing programs and services at their 2016/17 levels. The implication of receiving an operating grant in 2017/18 equal to 2016/17 levels will have a cumulative financial impact in future years, delaying the realization of benefits in areas of strategic priority investments. A permanent delay in operating funding increases for faculties would impose significant challenges in maintaining a current state of services and programs in future years.

Holding future year operating grants to 2016/17 levels will significantly impede the University’s capacity to satisfy existing resource requirements and will delay benefit realization of significant investments already made in areas of strategic priority including the Academic Structure Initiative (ASI), graduate student support and information technology.

Increases proposed in 2017/18 and institutional priorities

The University of Manitoba is the province’s sole medical/doctoral university and needs to remain competitive with other Canadian and international medical/doctoral universities to fulfill its mandate. As a step toward this, for 2017/18 the University of Manitoba is seeking incremental operating support from the province of $10.5million equivalent to approximately 3% of the 2016/17 operating grant.

This increase of 3% will contribute to maintaining current operations and allow the University to continue its practice of reallocating resources in support of strategic priorities, as articulated in Taking our place, University of Manitoba Strategic Plan 2015‐2020. The University will continue to seek and identify external partners and supporters to provide assistance in implementing the strategies and goals articulated in the strategic plan.

The University’s academic and administrative units are currently in the process of articulating their priorities for 2017/18 as part of the University’s annual planning and budgeting cycle and funding allocation will be prioritized within the context of our five Strategic Priorities:

(a) Inspiring minds through innovative and quality teaching

The University of Manitoba provides comprehensive high‐quality liberal arts, science and professional programs that are consistent with our mission and size, and that equip our undergraduate and graduate students to be locally and globally engaged citizens.

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Teaching is at the core of the University’s mandate, and the programs that we support are vital to the interests of the province. We will continue to celebrate and support the breadth of programming that we offer while taking the opportunity to focus on areas of particular relevance in today’s world; devoting specific attention to activities that are unique within the province; drawing on strengths from across the university; and connecting to provincial imperatives.

For 2017‐18 year, the U of M will continue to develop new programs, and will support the province to identify a long term solution for Midwifery training in Manitoba. Moving forward, it is expected that the U of M will play a continuing role in the training, but the nature of this role has yet to be determined. Any associated costs to the institution will be identified once a solution is in place. In the meantime, communications will continue between the U of M and Manitoba Education and Training.

The U of M is also currently reviewing program proposals for a Professional Doctoral Degree in Pharmacy (Pharm.D.) and a Master of Human Rights, respectively. Both of these proposals would require new provincial funding to implement. If recommended by Senate and approved by the Board of Governors, the proposals would be submitted to Manitoba Education and Training for consideration in 2017. Additional details would be provided in the 2018‐2019 estimates documents.

The U of M remains strongly committed to supporting Manitoba Education and Training in enhancing its system coordination role through our association with the Post‐Secondary Academic Coordination Advisory Group (ACAG) and its associated committees.

We also remain committed to ensuring that our undergraduate and graduate students have an outstanding educational experience, so that they:

• engage with their courses and programs in learning and related environments that best contributeto their success;

• have access to experiential learning opportunities as well as proper recognition of their relevantlearning outside of the University of Manitoba;

• have access to excellent professors who are properly recognized and rewarded for their skills andachievements, and;

• understand the importance and contributions of Indigenous peoples in Manitoba and Canada.

(b) Driving Discovery and insight through excellence in research, scholarly work and other creative activities

The University of Manitoba is the province’s leading research institution and a member of the U15 Group of Canadian Universities. We have a tradition of excellence in research, scholarly work and other creative activities spanning over 140 years, having made seminal contributions in many fields and finding life‐changing solutions to problems being faced by peoples of Manitoba, Canada, and the world through fundamental and applied research.

Over the coming years, Taking our place, and the accompanying Strategic Research Plan 2015‐2020 will guide our continuing excellence in research, scholarly work and other creative activities, and improve our position within the top fifteen research‐intensive universities in Canada. Our complementary strategic research plan acknowledges and supports the importance of a full spectrum of impactful research, scholarly work and other creative works. It also reflects a number of identified signature areas, or established areas of global excellence: arctic system science and climate change; immunity, inflammation and infectious disease; and population and global health. Further, a number of research themes have been identified:

• Arctic system science and technology;• culture and creative works;

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• fundamental research;• high performance materials, structures and processes;• human rights and social justice;• integrative research in health and well‐being;• safe, healthy, just and sustainable food systems; and• sustainable water management systems.

The signature areas and themes will inform prioritization of future major funding initiatives such as Canada Research Chairs, along with Canada Excellence Research Chairs, Canada Foundation for Innovation, Canada First Research Excellence Fund, and large team grants and multi‐institutional programs.

The University has introduced programs to:

• support the development of new interdisciplinary/multidisciplinary research collaborations primarilybetween academic researchers from different disciplines through the University Collaborative ResearchProgram (UCRP);

• foster the inclusion of Indigenous perspectives in research and/or to seed community‐based research inpartnership with First Nations, Metis and Inuit communities through the University Indigenous ResearchProgram (UIRP); and

• support faculty members in the development of new international initiatives that contribute towards theUniversity’s International Strategy objectives for academic and research enhancement through theUniversity International Programs and Projects Seed Fund (UIPPSF).

A major project was funded by the Canada Foundation for Innovation with partnered funding from many partners including province of Manitoba to establish Churchill Marine Observatory (CMO), a one‐of‐a‐kind research facility that will position Canada as global leader of research and technological development in the areas of detection, impacts and mitigation of oil and contaminant spills in sea‐ice covered waters. The research results from CMO will be adaptable to real‐world scenarios in a variety of Arctic environments.

To expose our students to entrepreneurial skills the “Game Changer Manitoba” competition was launched. For 2016‐17, the plan is to open this competition to post secondary institutions in the province and to all citizens of Manitoba in 2017‐18.

To support reconciliation through research and education, the National Centre for Truth and Reconciliation (NCTR) has been established at the University. It houses the largest collection of materials on the history and impact of the Residential School System and includes one of the largest collections of oral history in the country to foster local, national, and international research projects.

Over the duration of Taking our place, broad research directions will continue to evolve through developing and expanding collaborations at institutional, regional, national and international levels. Through strategic investments, we will build and grow existing and emerging areas of research excellence and generate ideas and knowledge that will help address the most pressing issues facing Indigenous peoples, other Canadians and global citizens. The need for investment by Government in supporting these research initiatives will be the focus of ongoing discussions with the Province.

(c) Creating Pathways to Indigenous achievement

Manitoba has a large and growing Indigenous population that is younger and growing at a faster rate than the non‐Indigenous population. Based on Statistics Canada Census projections, it is predicted that Indigenous peoples will comprise nearly 19% of Manitoba’s population by 2026. As such, the success of First Nations, Métis and Inuit peoples and communities is vital to the health and well‐being of our province and, indeed, our nation. By incorporating Indigenous perspectives into our learning, discovery and engagement programs, the University

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will help to transform the lives of both Indigenous and non‐Indigenous peoples and communities, and make Manitoba and Canada a better place to live. Through the sharing of Indigenous knowledge, cultures and traditions across our campuses, we will build a stronger foundation for students, staff and the wider community.

There are a number of Indigenous‐focused initiatives currently under way that will be advanced under the ‘Creating Pathways to Indigenous achievement’ strategy. These include the delivery of courses in First Nations communities through Extended Education; direct working and/or research relationships between scholars and First Nations, Inuit and Métis communities. More broadly, the University is working with secondary schools and First Nations, Métis and Inuit communities to develop strategies to ensure academic preparedness and to enhance access to our campuses and programs.

As a University we continue to engage with other provincial post‐secondary institutions, school boards and First Nations, Métis and Inuit community partners to implement the Manitoba Collaborative Indigenous Education Blueprint which articulates a set of underlying principles that support collaboration to advance Indigenous education. The University affirmed enrolment goals for undergraduate and graduate Indigenous students, and has subsequently developed a Strategic Enrolment Management (SEM) Plan outlining strategies to achieve these goals and foster greater participation by and success of Indigenous students. A key priority for 2017/18 will be to examine our approach to integrating Indigenous perspectives into curricula.

The University is committed to fostering the development of the next generation of Indigenous leaders by providing an inclusive and supportive learning environment that promotes Indigenous student success from the time of admission through graduation and beyond. The University is also making significant strategic investments in Indigenous Scholars and initiatives. As Manitoba’s research university, we are dedicated to advancing Indigenous research and scholarship, becoming a centre of excellence for this work. We provide education opportunities for academic staff members and administrators to ensure they can incorporate Indigenous knowledge in their areas. In addition, we seek to play a greater role in reaching out to First Nations, Métis and Inuit K‐12 students to better support academic success, building a more prosperous and fulfilling future through post‐secondary studies for Indigenous families, communities, Manitoba and the rest of Canada. In all our activities, the University acknowledges the need to work respectfully and collaboratively in partnership with First Nations, Métis and Inuit communities.

(d) Building Community that creates an outstanding learning and working environment

As the largest university in the province, the University of Manitoba is also home to one of the largest communities in Manitoba, and each of our more than 38,000 students, staff and faculty have ambitions, potential and promise that contribute to the diversity of our community and establish a unique environment for learning and working. While we are fortunate to have a wealth of bright and engaged faculty and staff, our continued ability to function depends on our adeptness at recruiting, retaining and developing our people. A continuing priority for the University, therefore, is to ensure that the appropriate tools are in place for our faculty and staff.

Prior to the launch of Taking our place, the University had initiated campaigns and projects related to Employee Wellness, Child Care, and Respect (diversity and civility); and recently developed a comprehensive Mental Health Strategy. These programs will continue throughout the 2017/18 as part of the ‘Building community that creates an outstanding learning and working environment’ strategy and will require resources to fund both development and ongoing delivery.

A significant initiative of the University in the coming year will be a new Budget Model Redesign project, which responds to the University’s goal to better link planning and resource allocation in the support of the University’s academic mission and priorities. The University is committed to determining a model that is the most appropriate for our circumstances; this will be developed through an informed process that is transparent and consultative.

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U of M faces continual challenges, along with its peer institutions across the country, with the lack of available resources to maintain existing assets. With buildings ranging in age from new to over 100 years old and insufficient annual resources to maintain building systems, a large deferred maintenance backlog has developed in excess of $300M. Greater than 50% of the university campus was constructed from 1956 – 1972 and these building systems are nearing end of life. These specific campus facilities are going to require significant investment in capital renewal in the coming 5 to 10 years. Without addressing these increasing capital renewal requirements our buildings will see a more significant decline in a short period of time. The need to invest in information technology, both to provide for core information technology requirements and to support other projects, will continue to dominate the University’s planning efforts. Further, notwithstanding other funding priorities across the campus, there is a consistently held view among employees and students alike that IT infrastructure should be accorded the highest priority; particularly to ensure the security of our data, and to support the growth and development of online learning. (e) Forging Connections to foster high impact community engagement The University of Manitoba’s mission embraces the traditional aspects of service to the community; however, under our ‘Forging Connections to foster high impact community engagement’ strategy we continue to focus our efforts consistent with our belief that it is insufficient to simply serve our communities, we need to engage with them. The University’s relationships with our many colleagues, alumni, friends, donors, and partners – local, national and international—are both reciprocal and collaborative.

The University of Manitoba remains committed to strengthening connections between the University community and its key stakeholders. A university‐wide community engagement inventory is being developed in order to identify opportunities to connect the community with the University’s academic, research and service mission. The University will ensure its community members and key stakeholders are provided with meaningful opportunities to engage in the planning process around key initiatives.

The University is committed to increasing the diversity of its outreach programs across all community stakeholder groups and to promoting the University as a destination for community members to develop their knowledge, skills and pursue their interests. New opportunities will be introduced for staff, students and faculty members to participate in outreach programs and in particular, to connect with ethno‐cultural communities in Manitoba and worldwide.

Board of Governors approved operating budget for 2016/17 At the May 24, 2016 meeting of the Board of Governors, the Board approved the University of Manitoba’s general operating budget of $637,615,561 of total revenue, $68,806,575 of fund transfers, and expenditures of $568,808,986 for fiscal year 2016/17. Included as an appendix in Part III is the 2016/17 budget and related documentation approved by the Board of Governors, which consists of the following:

(a) A copy of the Board of Governors submission Operating Fund Budget and Financial Plans for Restricted and Endowment Funds – 2016‐2017

(b) A copy of the memo to Dr. David Barnard dated May 25, 2016 from the University Secretary confirming the Board Resolution approving the University of Manitoba's 2016/17 operating budget, tuition fee increase and financial plans for Restricted and Endowment Funds.

Plans to reallocate resources within the institution to higher priority programs and/or services The University of Manitoba continues to be proactive in implementing initiatives to realize efficiencies and

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optimize the use of existing resources. The 2016/17 Operating Budget demonstrates this commitment, as well to our commitment to reallocation of resources in support of Taking our place. Strategic choices have been required in an increasingly constrained financial situation to reallocate funds to strategic priorities. Academic and Administrative units are still completing their plans for 2017/18 so it is not yet possible to itemize where reallocations will occur. The following, organized by strategic priority, itemizes those areas in which reallocation occurred in 2016/17 and provides insight into where future reallocations might be considered for 2017/18.

Inspiring Minds through Innovative and Quality Teaching

The University’s multi‐year effort to increase the amount of support available to students has continued to be one of the most significant areas of strategic reallocation. For the past several years, the University has redirected funding through the strategic resource allocation (SRP) process to boost graduate student support and to enhance undergraduate scholarships. Investment in graduate students, who are an integral component of most research programs, is an investment in job creation and in building Manitoba’s knowledge economy.

Additional investment has been focused on the Centre for the Advancement of Teaching and Learning (CATL), a faculty development unit that works in collaboration with faculty and graduate students to provide leadership, expertise, and support in fulfilling the teaching and learning mission of the University of Manitoba. CATL contributes to the practice and scholarship of teaching through guidance, collaborative problem‐solving, and research with respect to teaching and learning effectiveness, curriculum planning, and institutional policies and infrastructure to optimize the learning and teaching experiences of students and faculty.

The Student Affairs portfolio has been reorganized to ensure appropriate alignment with and support to the University’s strategic plan, and to support the achievement of the Strategic Enrolment Management (SEM) goals. The recently established stand‐alone Career Services Office and Student Life Office have moved into the Student Engagement and Support portfolio, and are working closely with student advisors to enhance integrated program and career planning and engage students in co‐curricular programs. Early alert initiatives for at‐risk students are also being piloted.

Enhanced supports for Indigenous students (increased academic advising, counselling, peer tutors, peer leadership program, elders‐in‐residence) are being provided on both U of M campuses. With the support of donors, two new initiatives—an Indigenous Student Transitions/Bridging program and Indigenous Student Financial Literacy program— are also being launched.

For the past two years the University has reallocated funds from international student tuition fees to provide additional academic, social and financial supports (health and wellness, English language workshops, writing and study skills, academic integrity and student advocacy) for our growing population of undergraduate and graduate international students. The Experiential Education Steering Committee has submitted recommendations to enhance co‐op and work‐integrated learning, undergraduate research and creative works, community service‐learning, international student mobility and student entrepreneurship on campus. These initiatives will require new and targeted support over the next few years.

A review and update of behavioural conduct policies and protocols has also been conducted over the past two years, with widespread input and consultation from the entire campus community. This has resulted in a new Sexual Assault Policy as well as other revised policies and procedures (Respectful Work and Learning Environment, Student Academic Conduct, Student Non‐Academic Conduct, Student Discipline, Violent and Threatening Behaviour) that were passed by Senate and the Board of Governors in June 2016.

An expansion of child care facilities at the Fort Garry campus is in the planning stage. This has been made possible by a provincial capital grant as well as donations from campus student associations.

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The University also continues to pursue the Academic Structure Initiative (ASI), initially launched in 2012 to “explore, simplify and improve the current academic structure”, with a specific goal of reducing the number of faculties and schools to a number closer to the national average of 13 by 2017 for the top 15 research‐intensive universities (U15) in Canada. The complexity of the University’s academic structure at that time affected academic planning and decision‐making, resulted in the inefficient use of the University’s faculty and staff, and hindered progress on pursuing strategic priorities. This initiative has resulted in the establishment of the Faculty of Health Sciences, which incorporates the former Faculties of Dentistry, Medicine, Nursing, Pharmacy and the Schools of Dental Hygiene and Medical Rehabilitation, and the move of all departments formerly in the Faculty of Human Ecology into other Faculties within the University. Conversations continue within and among faculties, schools and departments across the University about the potential benefits of changes to the structure of their units. These include, for example, discussions between and within the Faculties of Engineering, Architecture, Agricultural and Food Sciences and the Clayton H. Riddell Faculty of Environment, Earth and Resources and also departmental realignment within faculties.

The ASI demonstrated efficiency gains originating with the adoption of an administrative service hub model by the Rady Faculty of Health Sciences. In 2016 the University began exploring the broader application of service hubs to other Faculty groups, to facilitate more efficient and effective administrative support through the development of specialized support functions, improved workflow management and cost‐effective service deployment. The University has reallocated some resources to support this initiative.

The academic position management process (APMP) realigns financial resources resulting from salary turnover savings between a vacating and incoming academic and will continue to be employed in 2017/18. The Baseline savings accrued from this process are pooled and redirected by the University to support strategic objectives and if necessary, to balance the operating budget.

In addition to those items discussed above, other reallocations in 2016/17 supported our growing number of international students, addressing service teaching needs provided by the Faculties of Arts, Science, and the Asper School. Additional reallocations supported learning space renewal (classrooms & labs), preventative maintenance, and research initiatives, including investment in the National Centre for Truth and Reconciliation. The full list is reflected in Appendix 3 of the attached 2016/17 operating budget.

Driving Discovery and Insight through Research, Scholarly Work, and other Creative Activities

The University continues to support all faculty members in the development of their individual research programs as well as to facilitate collaborative work among faculties, colleges and schools, which have been developing cross‐faculty research programming, sharing research resources and facilities, and undertaking collaborative knowledge translation activities. These activities have been supported through awarding of small competitive grants which lead to development of large scale proposals to national and international funding agencies. Funds have been redirected to support new multi‐disciplinary research centres including the Centre for Human Rights Research and the Manitoba Institute of Materials as well as specialized, multi‐year research infrastructure in the Health Sciences.

Funds were also directed to support the development of a broad‐based proposal which resulted in the now‐confirmed selection of the University of Manitoba as the National Centre for Truth and Reconciliation, one of the University’s most significant recent research achievements. On National Aboriginal Day, June 21st, 2013, the Truth and Reconciliation Commission of Canada (TRC) and the University of Manitoba joined communities across Canada in the signing of a historical agreement entrusting the U of M to host the National Centre for Truth and Reconciliation. The University was honoured to be selected by the TRC as the permanent home for the National Centre, which will allow all Canadians the opportunity to learn about what happened within residential schools and to join together on a path toward reconciliation.

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Creating Pathways to Indigenous Achievement

More than 40 members of the university community, including Elders, Indigenous and non‐Indigenous faculty, and support staff were brought together for three full‐day planning sessions to provide input into an implementation plan to support the goals and actions in Taking our place. An Indigenous student focus group was also initiated. Additionally, faculties, colleges and schools have been working with the Office of Indigenous Achievement to develop unit‐specific plans to foster Indigenous student success and Indigeneity more generally.

For 2016/17 $720,000 in baseline funds have been directed towards increasing the number of Indigenous scholars with 5 new appointments, and $500,000 to an Indigenous Initiatives Fund to support unit‐based projects that advance the University’s commitment to Indigenous Achievement. Additionally, we have introduced an Indigenous Graduate Student Success Coordinator to augment the advising of Indigenous graduate students to facilitate Indigenous student success.

Building Community

A major initiative following from the Strategic Plan addresses the commitment to form better linkages between planning and resource allocation in support of the University’s academic mission and priorities. The University recently formed a Budget Model Redesign Steering Committee, chaired by Janice Ristock, Provost and Vice‐President (Academic), which is tasked with examining the U of M’s current approach to resource allocation and developing a set of recommendations for a new resource management, allocation and planning process. This will include the design and implementation of new technology‐based budget and planning solution to streamline and improve financial planning and management of resources.

No formal decisions regarding what future budget model might be adopted at the U of M have been made at this stage; however, as the work progresses, the Committee will consult and engage with the university community, including deans/directors and academic and administrative support units. We know from talking with other Universities of similar size that this is not a simple task but see it as imperative for the future health of the University.

For the past four years, the University of Manitoba has been selected as one of Manitoba’s Top 25 Employers on the strength of the value of the work that engages its community members and the opportunities available for them to grow and develop.

The University has undertaken a number of initiatives designed to ensure it continues to excel as an outstanding employer. These include targeted investments in critical infrastructure, including information technology, and in system and process renewal in order to enhance services and create efficiencies. One recent initiative is the development of the UM Leaders Program and Academic Leadership Program, designed to develop leadership capacity within the U of M and the post‐secondary sector in the province. Ensuring that the leaders at the University of Manitoba and other universities and colleges are effective and strategic is critical for the sustainability of this sector within Manitoba.

Forging Connections

In the fall of 2015, the U of M launched its Front and Centre comprehensive campaign, which aims to raise $500 million in philanthropic support for the University’s strategic priorities in teaching and learning, discovery, and community engagement. The five priorities of the campaign – Indigenous achievement, graduate student support, research excellence, outstanding student experience and places and spaces – build on the University’s strengths and its role in, and responsibility to the community, and reflect the priorities articulated in Taking our place.

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Supported by targeted investments, the implementation of an improved service model within University’s alumni and philanthropy activities has been successfully completed. The new model better serves alumni, donors and faculties, and also has enabled the office to further engage with alumni and secure significantly more donations for the University.

The University’s alumni, donors and partners are driving changes that reach far beyond our campus, including providing mentorship to Indigenous students, creating global connections to foster intercultural understanding, establishing grants for youth who have been in the care of Child and Family Services, and adding assistive technology for students with disabilities, among other positive impacts.

Faculty, staff and students at the University are leaders in community engagement. Whether it is our school‐aged programming at the Bruce D. Campbell Farm and Food Discovery Centre, our Indigenous Mini U or our targeted work with newcomers, we are sharing our knowledge and expertise to support and build our communities at home and around the world.

To better support the University’s mission, targeted marketing and communications efforts are being undertaken in order to attract, recruit and retain the highest quality faculty, staff and students. Through the Marketing Communications Office (MCO), the University is celebrating the global contributions of its alumni, faculty, staff and students by sharing their stories in innovative and compelling ways. There is now an improved ability to promote the University’s teaching, research and creative excellence, and its status as a first choice employer.

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ACCESS financial reports by program, identifying prior years’ actual costs and budget projection 2015-16 2016-17 2017-18

Actual Budget EstimateEngineering

RevenueProvincial Grant 536,400$ 549,900$ 549,900$ Tuition

536,400 549,900 549,900 Direct Expenditures

Salaries 412,412 551,867 429,074 Benefits and Pay Levy 80,307 95,104 83,552 Supplies and Expenses 50,203 195,997 51,720 Travel 15,859 43,021 16,338

558,781 885,989 580,684 Net Increase (Decrease) (22,381) (336,089) (30,784) Prior Year Surplus (Deficit) 358,470 336,089 ‐ Surplus (Deficit) 336,089$ -$ (30,784)$

Inner-City Social WorkRevenue

Provincial Grant 1,317,266$ 1,350,200$ 1,350,200$ Tuition 605,838 504,859 510,917

1,923,104 1,855,059 1,861,117 Direct Expenditures

Salaries 1,354,733 1,427,815 1,409,465 Benefits and Pay Levy 217,570 243,735 226,360 Supplies and Expenses 222,395 425,889 229,117 Travel 12,194 5,000 12,562

1,806,892 2,102,439 1,877,504 Net Increase (Decrease) 116,212 (247,380) (16,387) Prior Year Surplus (Deficit) 131,168 247,380 ‐ Surplus (Deficit) 247,380$ -$ (16,387)$

Northern Bachelor of Social WorkRevenue

Provincial Grant 1,128,834$ 1,157,100$ 1,157,100$ Tuition 111,583 198,548 200,931

1,240,417 1,355,648 1,358,031 Direct Expenditures

Salaries 833,675 975,812 867,355 Benefits and Pay Levy 143,692 124,876 149,497 Supplies and Expenses 215,182 267,770 221,686 Travel 25,514 49,250 26,286

1,218,063 1,417,708 1,264,824 Net Increase (Decrease) 22,354 (62,060) 93,207 Prior Year Surplus (Deficit) 137,413 159,767 97,707 Surplus (Deficit) 159,767$ 97,707$ 190,914$

U of M Access Program (UMAP)Revenue

Provincial Grant 523,286$ 572,968$ 572,968$ Tuition 24,106 23,899 24,186


Salaries 404,375 408,987 417,167 Benefits and Pay Levy 77,442 75,348 76,855 Supplies and Expenses 68,180 93,310 94,709 Travel

549,997 577,645 588,731 Net Increase (Decrease) (2,605) 19,222 8,423 Prior Year Allocated Surplus (Deficit) 138,845 119,359 138,581 Surplus (Deficit) 136,240$ 138,581$ 147,004$

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Access financial reports by program, identifying prior years’ actual costs and budget projections continued… 2015-16 2016-17 2017-18Actual Budget Estimate

Health Careers (HCAP)Revenue

Provincial Grant 372,492$ 365,797$ 365,797$ Tuition 12,149 11,075 11,208



381,404 368,784 375,905 Net Increase (Decrease) 3,237 8,088 1,100 Prior Year Allocated Surplus (Deficit) 96,284 76,202 84,290 Surplus (Deficit) 99,521$ 84,290$ 85,390$

Professional Health (PHP)Revenue

Provincial Grant 223,322$ 208,335$ 208,335$ Tuition



245,949 210,035 214,183 Net Increase (Decrease) (22,627) (1,700) (5,848) Prior Year Allocated Surplus (Deficit) 62,089 43,400 41,700 Surplus (Deficit) 39,462$ 41,700$ 35,852$

Nursing (*see note below)Revenue

Provincial Grant 610,500$ 625,800$ 625,800$ Tuition


Salaries 354,692 1,742,135 369,022 Benefits and Pay Levy 67,385 54,725 70,108 Supplies and Expenses 33,764 258,917 34,785 Travel 632 650

456,473 2,055,777 474,565 Net Increase (Decrease) 154,027 (1,429,977) 151,235 Prior Year Surplus (Deficit) 1,275,950 1,429,977 ‐ Surplus (Deficit) 1,429,977$ -$ 151,235$

* enrolment may occur in either health careers access program (HCAP) or pre‐health careers access program

Tuition Revenue is determined based on fees generated in the year. Any collection shortfalls are charged back to the program. Direct Expenditures include only those costs directly related to these Access Programs. They do not include indirect costs incurred in the Faculty or any central administration costs. The North and South, Health Careers and Professional Health programs are managed collectively, and as such any prior year surplus (deficit) budget is allocated to each of the three programs based on estimated student enrolment. Estimates for these programs assume no change in student enrolment for the purpose of this exercise.

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Other student revenue charge increases projected for 2017/18 compared to 2016/17 levels.

We will continue with the process of ongoing review of tuition‐fee levels related to our professional and graduate programs. We will also be continuing with an in‐depth review and analysis of our institution‐wide course‐related fees, including, but not limited to, cooperative/work term fees, lab fees and ancillary fee structures. We will be asking that our Faculties/Colleges/Schools do the same for unit‐level course‐related fees. Any proposed adjustment in fees will be reviewed and approved internally prior to submission to the province for their consideration.

Status report on the progress achieved on the development and/or implementation of programs approved and/or funded under the College Expansion-Initiative, the Strategic Program envelope and the Systems Restructuring Envelope during 2014/15 and 2015/16.

There were no new academic programs funded during 2014/15 and 2015/16 for the University of Manitoba.

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PART II – SUPPLEMENTARY SCHEDULES Enrolments – Actual enrolment levels and projections for full-time, part-time, summer/intersession and full-time equivalent students for 2015/16 and projections for 2016/17 & 2017/18

2015/16 Enrolment Levels by CategorySummer/

Full-Time Part-Time1 Intersession Full-Time EquivalentFaculty

Fall 2015 Fall 2015 Summer 2015 All termsAgricultural & Food Science 860 70 291 963Architecture 294 9 26 304Art, School of 258 48 116 305Arts 3,531 903 1,953 4,347Business, Asper School of 1,590 163 899 1,893Education 382 345 462 613Engineering 1,596 126 716 1,837Environment, Earth, and Resources‐ Clayton H. Riddell, Faculty of 402 107 246 503Extended Education 349 563 681 704Graduate Studies 3,066 643 692 3,447Health Sciences, Rady ‐ Faculty of 28 4 0 29

Dentistry, College of 126 0 6 128Dental Hygiene, School of 55 2 1 56

Medicine, Max Rady ‐ College of 658 41 0 670 Nursing, College of 639 79 503 805 Pharmacy, College of 176 30 112 217 Rehabilitation Sciences, College of 48 2 1 49

Kinesiology and Recreation Management 438 36 220 511Law 309 11 2 313Music 217 22 72 244Science 4,126 662 1,982 4,881Social Work 434 344 558 692University 1 4,412 886 2,046 5,250OTHER:BSc Dentistry 25 0 0 25BSc Medicine 54 0 0 54Post‐Graduate Medical Educ. 669 0 0 669Human Ecology 0 0 126 36

Total Enrolment 2015-2016 24,742 5,096 11,711 29,544

Projected Enrolment Change 2016‐2017 0.0%Projected Total FTE 2016-2017 29,544

Projected Enrolment Change 2017‐2018Projected Total FTE 2017-2018 0.0%

29,544

1. Part‐Time includes Distance Education enrolments.2. FTE All terms = Full‐Time + ((Part‐time + Summer)/3.5).

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Enrolment in ACCESS programs

As at November 1

1. Manitoba Education and Training provides institutional support grants to the University of Manitoba toward the academicand personal supports for students in the ACCESS programs. ACCESS programs enhance accessibility for priority groupsconsisting of northern Manitobans, Indigenous people, single parents, women, immigrants, refugees, visible minorities,and people with disabilities.

2. Program is exclusively for students of Indigenous ancestry.3. Effective Fall Term 2015, the College of Nursing has two intakes for the Bachelor of Nursing Program - one in Fall Term and another in Winter Term.4. Pre-HCAP students are those who have expressed an interest in Nursing, however, they have not yet gained

admission to the College of Nursing.5. UMAP includes students in the Education Access Program (EAP) and the pre-EAP.6. While both the Inner-City B.S.W. (formerly, Winnipeg Education Centre B.S.W.) and Northern B.S.W. programs offer

ACCESS programs, intake is not exclusive to ACCESS students. Enrolment reported under these programs representsACCESS students only.

Access Program1 2015-2016 2014-2015 2013-2014 2012-2013 2011-2012

Health Careers Access Program (HCAP)2,3 104 120 128 104 78Pre-Health Careers Access Program3,4 29 1 6 8 15Professional Health Program (PHP)2 8 6 6 7 4U of M ACCESS Program (UMAP)5 97 121 96 85 68Engineering Access Program (ENGAP)2 81 63 55 63 54Inner-City B.S.W. Program6 80 102 97 105 96Northern B.S.W. Program, Thompson6 43 47 52 48 55

Total 442 460 440 420 370

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Externally and internally restricted funds for 2015/16 (in thousands of dollars)

Unrestricted Internally Restricted

Externally Restricted

Invested in Capital Assets Endowed 2016 Total

General Funds:General Operating 2,227$ 2,227$ Specific Provisions 97,668 97,668 Expenses Funded from Future Revenues (65,345) (65,345)

Total General Funds (63,118) 97,668 ‐ ‐ ‐ 34,550

Restricted Funds:Research and Special 7,832 115,352 123,184 Capital 998,579 998,579 Staff Benefits 2,569 4,570 7,139 Trust 58,503 126,774 185,277

Total Restricted Funds ‐ 68,904 246,696 998,579 ‐ 1,314,179

Endowment Fund 398,732 398,732

Total Funds 2015-16 (63,118)$ 166,572$ 246,696$ 998,579$ 398,732$ 1,747,461$

Total Funds 2014-15 (72,445)$ 164,370$ 234,013$ 939,971$ 395,666$ 1,661,575$

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Summary budgeting revenue and expenditures for 2016/17 projections and 2017/18 estimates (in thousands of dollars)

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Reconciliation – 2015/16 Operating revenue and expense actual with the audited financial statements, and with the 2015/16 approved budget (in thousands of dollars)

April 1, 2015 March 31, 2016 Budget % Actual % Variance Note

RevenueTuition and Related Fees 156,208$ 25.5% 159,987$ 25.4% 3,779$ 1Donations 920 0.2% 1,734 0.3% 814 2Non‐Government Grants 1,423 0.2% 5,344 0.8% 3,921 3Net Investment Income 4,245 0.7% 4,348 0.7% 103 4Miscellaneous Income 4,472 0.7% 7,147 1.1% 2,675 5Government Grants:

Education and Advanced Learning 345,575 56.4% 347,105 55.1% 1,530 6Other Province of Manitoba 24,949 4.1% 22,493 3.6% (2,456) 7Government of Canada 10,184 1.7% 10,850 1.7% 666 8City of Winnipeg ‐ 0.0% 51 0.0% 51 9

Sales of Goods and Services 27,402 4.5% 32,233 5.1% 4,831 10Ancillary Services 37,398 6.1% 38,246 6.1% 848 11

Total Revenue 612,776 100.0% 629,538 100.0% 16,762

ExpensesSalaries 368,769 60.9% 356,627 66.8% 12,142 12Staff Benefits and Pay Levy 72,652 12.0% 59,766 11.2% 12,886 13Materials, Supplies and Services 105,287 17.4% 49,109 9.2% 56,178 14Student Assistance 9,117 1.5% 14,000 2.6% (4,883) Professional Consulting and Externally Contracted Services 13,296 2.2% 16,010 3.0% (2,714) Travel and Conferences 10,915 1.8% 11,314 2.1% (399) Utilities, Municipal Taxes and Insurance 21,049 3.5% 19,442 3.6% 1,607 15Maintenance and Repairs 4,152 0.7% 7,652 1.4% (3,500)

Total Expenses 605,237 100.0% 533,920 100.0% 71,317

Net Revenue 7,539 95,618 88,079

Net Transfers to Other Funds (7,539) (95,534) (87,995) 16

Net Remeasurement Gains and Losses ‐ (1,096) (1,096) 17

Net Increase (Decrease) to Fund Balance -$ (1,012)$ (1,012)$

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Reconciliation Notes: Revenue:

1. Tuition and Related Fees exceeded budget by $3.8 million, which is primarily attributed to a 1.9%tuition fee rate increase as allowed by the Province, and international differential rate increases thatranged between 10% ‐ 18%. The University also experienced an unanticipated increase in studentenrolment. Further, Tuition and Related Fees in 2015‐16 reflects a full year of Active Living Centrefees, as compared to the inclusion of only two months of these fees in 2014‐15.

2. Donations revenue representing gifts for operating purposes from individuals, corporations and non‐profit organizations were $0.8 million greater than budgeted. Budget for this category of revenue isset at a conservative level for control purposes. As units receive actual gifts and donations foroperating purposes that exceed their original targets, a budget addition is processed to allow theunits to spend against the additional revenue.

3. Non‐government Grants exceeded budget by $3.9 million, primarily due to receiving $2.2 millionmore in funding from the University Medical Group than what was anticipated. The University alsoreceived $0.26 million in unanticipated revenue from the Canadian Association of Pathologists for aClinician Assessment Program, and $0.1 million from the Winnipeg Foundation in support of thedevelopment of a standardized patient program for a Clinical Learning and Simulation Facility.Budget for this category of revenue is set at a conservative level for control purposes. If realizedrevenue exceeds original targets, a budget addition is processed to allow the faculties and units tospend against the additional revenue received.

4. Net Investment Income was $0.1 million more than budgeted. While this revenue is generallysubject to market conditions, Net Investment Income in the General Operating Fund consisted ofinterest income which is dependent on the terms of the investments purchased by our investmentmanagers. In 2015‐16, the investment income we received from our cash equivalents exceeded theamount budgeted.

5. Miscellaneous Income in the General Operating Fund exceeded budget by $2.7 million, primarily due to the recognition of $1.8 million of unspent Health Care Spending Account contributions and thereceipt of GST refunds of $0.7 million.

6. Education and Advanced Learning (EAL) Government Grants received were $1.5 million more thanwhat was budgeted. During fiscal 2015‐16, the University received funding from EAL in support ofFaculty of Engineering and Faculty of Social Work programs that was unbudgeted.

7. Other Province of Manitoba Government Grants received were $2.5 million less than budgeted.Contract revenue from Manitoba Health for Post Graduate Medical Education represents themajority of this category. Billings for certain contracts in the Department of Family Medicine wereless than budgeted due to slower than anticipated progress for Manitoba Health Phase III andNorthern Remote programs, and are anticipated to be rectified in fiscal 2016‐17.

8. Government of Canada grants exceeded budget by $0.7 million. This was due in large to additionalfunding of $0.3 million received as reimbursement for costs associated with the completion of thedemolition of the Agriculture Canada buildings, which had originally been scheduled for completionin 2014‐15. Further, the University received unanticipated funding of $0.1 million from the Canadian Association of Professional Speakers for Extended Education’s Ready for Manitoba! Program.

9. A grant was received from the City of Winnipeg in support of the Faculty of Kinesiology andRecreation Management’s Aboriginal Mentor Program.

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10. Sales of Goods and Services revenue exceeded budget by $4.8 million. These revenues representefforts across most faculties and units in a variety of endeavors. Revenue targets are budgeted at aconservative level for control purposes. As units earn actual revenues which exceed their originaltargets, a budget addition is processed to allow the faculties and units to spend against the additional revenue. Revenues are offset by the cost of supplying the good or providing the service. Increasesover budget were experienced by a wide range of faculties and units in numerous endeavors, as they earned more revenue an originally anticipated.

11. Ancillary Services revenue exceeded budget by $0.8 million. Revenue targets take into consideration salary increases and increased costs of goods sold, as well as indirect costs of offering AncillaryServices such as utilities, maintenance and custodial costs. The largely market‐driven revenuestypically fluctuate from budget, which is based on best estimates at April 1. Ancillary operations areself‐sustaining. In 2015‐16, the increase in revenue over budget is attributed primarily to parkingpermit and residence rate increases, which had not yet been approved at the time the budget wasset.

Expenses:

12. Salaries expense incurred varied from budget by 3.3% or $12.1 million. Faculties and units spend agreat deal of effort on budgeting salaries, as it is the predominant expense of the University.Ensuring all expected salaries are budgeted for is critical. When a faculty or unit can generate savings in one area, such as temporary staff vacancies, they often redirect available funds to support otherinitiatives which are otherwise unbudgeted. For example, funds may be transferred to the CapitalFund for capital equipment, which are not classified as expenditures.

13. Staff Benefits and Pay Levy varied from budget by $12.9 million due to positive changes in theactuarial valuation of the pension liabilities of $7.7 million and Employee Future Benefits of $6.5million.

14. In fiscal 2015‐16, carryover of $40 million was included in the budget and allocated to the Materials,Supplies and Services expense line in anticipation of its spending. Approximately $26 million of thebudgeted carryover originated from contractual or other external obligations which restricts howthe funds can be spent. A further $9.6 million was designated for specific uses such as researchsupport and start‐up funds, strategic initiatives and maintenance projects and the remainder wasattributable to general operating. Unspent carryover at year‐end was transferred back to theProvisions Fund for future use.

15. Utilities, Municipal Taxes and Insurance expenses were $1.6 million less than budgeted. Fiscal 2015‐16 was the University’s first full year under a new fuel class that stabilized our gas prices for thewinter and future years, which in combination with the milder winter resulted in a cost savings.

16. Net Transfers to Other Funds includes budgeted transfers into the General Operating Fund of $66.6million for overhead, staff benefits, projects, and general support for the Operating Fund. Inaddition, there were budgeted transfers of $74.1 million to other funds for student awards,provisions for various purchases and projects such as equipment purchases, debt repayment, andcapital purchases. The net budgeted fund transfers totaled $7.5 million.

Actual net transfers out of the General Operating Fund totaled $95.5 million.

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As indicated above, if faculties and units spend less than anticipated in a particular area or function, they may redirect these resources to other priority areas, such as unfunded capital projects, or to establish a Provision Fund to guard against unforeseen circumstances for income‐funded operations where potential volatility exists. Through actual expenditures and inter‐fund transfers, the University ensures a balanced result.

17. Remeasurement Gains and Losses are incidental and depend primarily on the recording of unrealized gains and losses on the University’s financial instruments. As such, they are not budgeted in theGeneral Operating Fund.

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Staffing – Full-time, part-time and full-time equivalents positions for 2015/16, 2016/17* & 2017/18* 2015/16 staff counts as at March 31, 2016 Academic, Other Academic and Support Staff FTE by Unit1

* The University of Manitoba and the Province of Manitoba do not have a mandatory retirement age which would allow us to predict when staff would be leaving the university nor do we have information from units on planned changes to their staffing which prevents us from being able to predict changes in staffing at the University.

All Staff

Academic All Academic Support - Casual All Support

Full-Time Full-Time Part-Time Total Full-Time Part-Time Total Part-Time

Agriculture and Food Sciences - Faculty of 80.8 5.9 8.3 14.2 95.0 68.4 4.4 72.8 3.7 76.6 171.6

Architecture - Faculty of 33.0 0.0 3.9 3.9 36.9 11.5 0.8 12.3 3.2 15.5 52.4

Art - School of 15.4 0.0 2.0 2.0 17.4 7.7 1.7 9.4 0.6 10.0 27.4

Arts - Faculty of 218.6 3.7 22.3 25.9 244.5 59.8 5.7 65.6 1.7 67.2 311.7

Business - I.H. Asper School of 56.0 0.6 8.3 8.9 64.9 34.3 1.8 36.1 2.1 38.2 103.2

Education - Faculty of 40.6 1.0 2.6 3.6 44.2 18.0 0.6 18.6 1.6 20.2 64.5

Engineering - Faculty of 79.8 4.3 8.1 12.3 92.1 63.3 4.8 68.1 3.2 71.3 163.4

Environment, Earth, and Resources - Clayton H. Riddell Faculty of 40.0 4.0 3.7 7.7 47.7 25.2 0.9 26.1 0.2 26.3 74.0

Extanded Education, Division 14.9 5.5 9.5 15.0 29.8 28.8 0.7 29.5 1.8 31.3 61.2

Graduate Studies, Faculty of 10.0 0.0 0.0 0.0 10.0 16.4 0.8 17.2 0.3 17.5 27.5

Health Sciences, Rady - Faculty of 0.0 0.0 11.4 0.0 11.4 0.8 12.2 12.2

Dentistry, College of 46.0 2.8 7.6 10.3 56.4 60.9 9.1 70.0 0.8 70.8 127.2

Medicine, Max Rady College of 665.2 25.3 33.9 59.2 724.4 202.6 12.8 215.4 3.0 218.4 942.8

Nursing, College of 52.1 11.3 12.4 23.7 75.7 12.7 0.0 12.7 0.1 12.9 88.6

Rehabilitation Sciences, College of 28.0 0.0 6.9 6.9 34.9 10.2 0.0 10.2 0.4 10.5 45.4

Pharmacy, College of 24.8 2.4 0.5 2.8 27.6 5.7 0.8 6.6 6.6 34.2

Kinesiology and Recreation Management - Faculty of 21.0 1.0 1.4 2.4 23.4 9.2 0.0 9.2 9.2 32.6

Law - Faculty of 22.7 0.2 2.2 2.4 25.1 11.4 1.0 12.4 12.4 37.5

Music - Marcel A. Desautels Faculty of 29.0 1.0 2.9 3.9 32.9 3.5 1.2 4.7 0.9 5.6 38.5

Science - Faculty of 168.4 1.1 17.1 18.2 186.6 66.3 6.4 72.7 0.9 73.6 260.2

Social Work - Faculty of 32.0 2.6 5.3 8.0 40.0 19.6 0.5 20.1 0.1 20.2 60.1

President 1.0 0.0 1.0 9.7 0.6 10.3 10.3 11.3

Vice-President(Academic) and Provost3 39.8 13.3 41.3 54.6 94.4 346.6 29.6 376.2 29.0 405.1 499.5

Vice-President(Administration)4 0.0 1.0 1.0 1.0 777.0 73.3 850.3 33.4 883.7 884.7

Vice-President(External) . 0.0 0.0 88.9 0.0 88.9 5.0 94.0 94.0

Vice-President(Research & International) 3.0 0.5 1.7 2.2 5.2 63.4 1.5 64.9 1.7 66.6 71.7

University Total 1,722.0 86.4 202.7 289.1 2,011.1 2,032.6 159.2 2,191.8 94.5 2,286.3 4,297.4

1. Includes staff paid from operating funds. University Total may show slight rounding errors.

FTE is determined by calculating the actual number of hours worked in the previous year divided by the normal working hours per position. For example, staff who work a 35 hour week would have normal

working hours of 35 hours X 52 weeks = 1,820. If a staff member worked 910 hours in the previous year then their respective FTE count would be 910/1,820 = 0.50.

2. Students involved in teaching for credit academic courses (Lecturer/Instructor, Teaching Assistant, Grader/Marker) and involved in academic research (Student Research Assistant) are now represented

as Academic Staff rather than Support Staff.

3. Vice-President(Academic) and Provost includes all staff with appointments directly under this unit as well as those with appointments in Colleges, Libraries, Student Affairs, and University 1.

4. Vice-President(Administration) includes all staff with appointments directly under this unit as well as those with appointments in Ancillary Services, Financial Services, Human Resources, Information

Services & Technology, Physical Plant, and Risk Management & Security.

Other Academic 2 Support - Permanent & Term

Academic Support

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Tuition – Actual aggregate tuition revenue for 2014/15 and 2015/16, projections for 2016/17 and 2017/18 (in thousands of dollars)

Total Non Degree

Undergraduate Graduate Miscellaneous Degree Programs Total

Actuals - Fiscal 2014-15:Fiscal 2013‐14 ‐ Actual 110,786$ 11,787$ 9,602$ 132,175$ 9,824$ 141,999$

Enrolment Change 273 176 (52) 397 (1,747) (1,350) Tuition Fee + 2.4% 1,991 233 2,224 236 2,460 Course Related Fee + 2.2% 233 233 233 Increased Differential / Enrolment 4,020 336 4,356 4,356 Sport and Rec Fee 1,342 1,342 1,342 Allowance (272) (272) (272)

Total Aggregate Tuition - Fiscal 2014-15 118,412$ 12,532$ 9,511$ 140,455$ 8,313$ 148,768$

Actuals - Fiscal 2015-16:Fiscal 2014‐15 ‐ Actual 118,412$ 12,532$ 9,511$ 140,455$ 8,313$ 148,768$

Changes in Credit Hours Taught/Enrolment 1,377 68 (216) 1,229 1,229 Tuition Fee Increase ‐ RS Fees +1.9%, SS Fees +2.4% 2,342 237 145 2,724 2,724 Increased Differential 5,652 486 6,138 6,138 Allowance 226 226 226 Sport & Recreation Fee 3,530 3,530 3,530 Market Driven Increases (Decreases), Net (955) 200 376 (379) (2,248) (2,627)

Total Aggregate Tuition - Fiscal 2015-16 130,358$ 13,523$ 10,041$ 153,922$ 6,065$ 159,987$

Projection - Fiscal 2016-17:Fiscal 2015‐16 ‐ Actual 130,358$ 13,523$ 10,041$ 153,922$ 6,065$ 159,987$

Enrolment Change 0% Tuition Fee Increase ‐ RS Fees +1.2%, SS Fees +1.9% 1,273 162 1,435 1,435 Course‐Related Fee Increase +1.2% 95 95 95 Increased Differential 332 141 473 473 Sport & Recreation Fee 59 59 59 Market Driven Increases, Net 193 22 890 1,105 445 1,550

Total Aggregate Tuition Projection - Fiscal 2016-17 132,215$ 13,848$ 11,026$ 157,089$ 6,510$ 163,599$

Estimate - Fiscal 2017-18: 132,215$ 13,848$ 11,026$ 157,089$ 6,510$ 163,599$ Fiscal 2016‐17 ‐ Projection

Enrolment Change 0%Tuition Fee Increase ‐ 1.5% 1,908 208 120 2,236 2,236 Sport & Recreation Fee 75 75 75 Market Driven Increases, Net 34 34 34

Total Aggregate Tuition Estimate - Fiscal 2017-18 134,198$ 14,056$ 11,180$ 159,434$ 6,510$ 165,944$

Degree Programs

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Equipment and renovations 2015/16 actual expenditures and 2016/17 estimates

Actual Budget2015-16 2016-17 Operating Fund EAL 1 Prov of MB 2 Other 3 Total

Capital Fund Expenditures:Buildings, Parking Lots and Construction in Process 43,030$ 62,331$ 3,000$ 2,910$ 12,196$ 44,225$ 62,331$ Library Holdings and Works of Art 12,993 13,280 12,474 806 13,280 Furniture Equipment and Vehicles 10,787 15,797 8,579 7,218 15,797 Infrastructure Renewal 6,778 18,220 3,995 4,838 9,387 18,220 Computers and Electronics 2,932 3,338 3,338 3,338 Cabling Projects 155 104 104 104 Land and Land Improvements 104 110 110 110

76,779$ 113,180$ 27,495$ 7,015$ 17,034$ 61,636$ 113,180$

Note:1) Includes EAL Capital Grant funded projects of $4.0 million and Miscellaneous Capital funding of $3.0 million.

2) Province of Manitoba includes: Churchill Marine Observatory funding ($9.7 million), projected Deferred Maintenance funding ($3.5 million), projected funding from Research Manitoba ($2.5 million),Sustainable Development Project Funding ($0.4 million) and remaining funding from the 2015‐16 allocation ($1.0 million).

3) Other funding sources include: prior year transfers to the Capital Fund ,Capital Trust allocations (donations), Research Funding from Canadian Foundation for Innovation (CFI).

The University does not differentiate between major and minor capital expenditures. The report format resembles the Capital Fund Expenditures report prepared for the Annual Financial Statements.

Buildings, Parking Lots & Construction in Process (CIP) include the construction of new buildings and significant upgrades of existing buildings; significant upgrades would normally extend the useful life of buildings.Cabling projects include wireless upgrades and network hardware equipment. Infrastructure Renewal Projects includes asbestos remediation, fire and safety, sewer & water projects, building envelope, windows, accessibility, HVAC, environmental and electrical distribution.When these assets are put into service they are amortized over their useful life which ranges from 15 to 50 years.

Equipment includes the acquisition of computer hardware (excluding personal computers), electronics, research and lab equipment, furniture, library books and vehicles. Assets with a unit value greater than $2,500, a useful life over one year and not affixed to a building are capitalized and amortized over their useful life, which range from 5 to 20 years.

Source of Funding

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Critical infrastructure renewal projects 2017/18

Critical Infrastructure Renewal Project 2017/18

1 Asbestos/Mold Remediation $2,000,000 2 Fire Safety Non Compliance/Central Monitoring Upgrades 2,000,000 3 BMSB Asbestos Encapsulation/Sprinkler Installation Phase III 2,500,000 4 Education Asbestos Removal & Sprinkler Installation, Phase III 2,000,000 5 Allen Building Ventilation/Sprinkler/Code Compliance Upgrade, Phase II 1,000,000 6 University Centre Localized Foundation Waterproofing 450,000 7 Bannatyne Campus Sewer/Drainage Upgrades 850,000 8 Animal Science Precast Sills Replacement 1,000,000 9 Asbestos Cement Water Line Replacement, Phase IV 1,000,000 10 Electrical Distribution Upgrades 1,700,000 11 Education Building I, II & III Selective Window Replacement and Repairs 2,500,000 12 Accessibility/Elevator Upgrades 1,000,000 13 Allen Building Entrance and Code Upgrades 1,750,000 14 Roofs 1,000,000 15 Building Envelope 1,000,000 16 Window Replacement 750,000 17 Sewer System Upgrades and Backflow Prevention Devices 1,000,000 18 Galvanized, Reverse Osmosis, Drain and Vent Pipe Replacement 710,000 19 Heating, Ventilation and Air Conditioning 2,390,000 20 Road Repairs and Restorations, Walkway Repairs 1,000,000 21 Building Foundation/Basement Upgrades to Structural Slab Floors 750,000 22 Safety – Campus Security, Security Cameras, Code Blue Stations, Exterior

Lighting 1,250,000

23 Fumehood Exhaust Fan Upgrades 1,050,000 24 Environmental Controls Replacement 110,000 25 Parkades 50,000 26 Residences – Roof Replacement 255,000

Total $31,065,000

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PART III – 2016/17 BUDGET AND RELATED DOCUMENTATIONBoard of Governors 2016/17 operating budget submission

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Memo from university secretary confirming board resolution approving the 2016/17 operating budget

estimates submission 2017/18 - university of manitoba · impact of holding 2017/18 grants at the...

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