BRANDON UNIVERSITY

2018-19 Operating Budget

Approved (As approved by the Board of Governors) May 2018 Table of Contents Page

A. Recommended Budget 3

B. General Budget Information 25

C. Grant Information 32

D. Fee Schedule (2018-2019) 36

E. Unit Budgets 39

F. Renovations & Equipment 154

G. Board Budget Committee 181

H. Eckhardt-Gramatté Conservatory of Music Budget 202

I. Ancillary Services Budget 205

J. Campus Manitoba Budget 212

K. Process Schedule and Target Dates 214

2 A. Recommended Budget

3 Brandon University Draft Operating Budget 2018-2019 Proposed Adjustments to the Draft Base Budget And Rationale April 20, 2018

Introduction

The budget process begins with development of the Budget Estimates document, which is presented to the Province in September. The Provincial budget was presented in the Legislature March 12, 2018. The new Tuition policy from the Province was announced last year to provide for maximum increases of CPI plus 5%. On January 31st , the Province determined that based on CPI in December, the maximum tuition increase for 2018-19 would be 1.6% plus 5% for a total of 6.6%. Provincial grants were announced March 12th as a decrease of 0.9%.

The proposed budget adjustments are recorded in the Decision Matrix in the Recommended Budget section of the Budget Book. It contains all adjustments to both revenues and expenditures that are proposed to achieve strategic objectives and a balanced budget. Staffing plans and budget submissions were provided by each budget unit in the fall of 2017. Subsequent budget submissions from each budget unit were provided in February 2018 and are included in this document. These documents contributed to the development of the final budget recommendations.

Cost increases for 2018-2019

The base budget for 2018-2019 compared with the final approved budget for 2017-2018 increased by $3,064,105. Of that amount $1,659,416 was the portion of ongoing expenses from 2017-2018 that were covered with surplus funds and because surplus funds are not ongoing, these funds must be found again for 2018-2019. $1,404,689 are new cost increases.

Salaries and benefits increased by $1,008,367 due to bargained increases, sabbatical and other leave adjustments, retirements and new hires, positions unfilled for the year and additional positions to be filled, and includes a reduction in special pension payments of $371,000.

Other cost increases include non-salary inflationary adjustments of $163,412, a subsidy to bring PENT student tuition in line with other student tuition of $45,000, increased demand for Board of Governors entrance scholarships and employee tuition waivers of $112,000, and miscellaneous adjustments of $75,910.

Provincial Grant and Tuition Changes

The Provincial grant decreased by 0.9% or $345,000. Tuition revenues are projected to increase by a 6.6% fee increase and a 6.0% enrolment increase for a total of 12.6% or $1,190,500 over 2017-2018 levels. Therefore, the net increase in revenues is projected to be $845,500.

Salaries and Benefits

Approximately 90% of the annual operating budget of Brandon University is allocated for salaries and benefits, including the additional special payments into the BU Retirement Plan.

4 Salaries and benefits have been adjusted for collective agreement increases, position turnovers and leaves. Five positions were left temporarily vacant for the 2018-2019 year and 6 FTE new positions were added as well as additional Indigenous Elder resources.

Further, it is anticipated that there may yet be additional staff turnovers resulting in salary savings during the year.

During the staffing planning completed in the Fall of 2017, all positions coming vacant were replaced with the exception of the five positions (one in each Faculty) agreed to left vacant for one year to assist with budget. In addition, all sessional requirements and requested term positions were filled. This has provided a saving of $492,760 for 2018- 2019 over anticipated requirements in the base budget.

During the 2017-18 fiscal year, the Province required all post-secondary institutions and other public sector employers to reduce management positions by 15%. Brandon University was able to accomplish this requirement and announced the changes in March of 2018. The savings from these vacancies and turnovers will arise over the next couple of years. The additional savings over the draft base budget for 2018-2019 is expected to be $88,776. Other savings include one position that is not part of the operating budget and one position in 2018-2019 that was not expected to be filled until late in the year so some savings had already been recognized. Total BU salary savings for 2018-2019 is expected to be in the range of $316,000.

Brandon University Retirement Plan

The BU Retirement Plan is currently valuated annually while the solvency ratio of the plan assets compared to liabilities remains below 90%. Special payments are required for the unfunded liability arising out of the going-concern valuation of the Plan. The unfunded liability on December 31, 2017 is estimated to be lower than was calculated for 2016. As a result, projected annual special payments related to that liability have been decreased for 2018 by $371,000 for an estimated payment requirement of $293,000. Current service costs for the Plan also are estimated to decrease slightly.

Revenue Increases

English for Academic Purposes has been a successful program for Brandon University and our international partners over the years. Fee increases approved by the Board is expected to bring in an additional $32,500 in revenues.

The General Endowment Trust Reserve is an endowment fund in the BU Foundation that is growing. Funds disbursed from that endowment are used to fund the Advancement Office at BU and revenues from that source are expected to increase by $28,904 in 2018-2019.

Investment in Programs and Services

While the focus is often on reducing expenditures, it is also important to invest in programs and services that reflect the goals and values of Brandon University.

$25,000 has been allocated for a Library repository. $15,000 for Advancement travel related to donor visits and alumni events. $35,000 has been allocated for the 50th Anniversary Homecoming events planned for October. $25,000 has been added for graduate student scholarships or assistantships, one $5,000 amount for each Faculty.

5 $5,000 has been allocated for Music recruitment materials. $10,000 has been allocated for Student Services recruitment materials and activities. $17,000 has been allocated for SPSS licensing previously covered out of the VP Academic and Provost Office, which frees those funds for conference support for BU faculty. $5,000 has been allocated for a new exam invigilation process to improve the integrity of the exam writing process and to be consistent with what other universities across the country already do. In 2019-2020, a further $5,000 will be required to support the changes. $2,000 has been allocated to support the co-op education program recently launched at Brandon University. This amount reflects approximately $7,000 of costs to operate the program in 2018-2019 less approximately $5,000 of revenue from student fees related to the Program. $30,000 has been allocated to Physical Plant to assist with repairs and cost inflation reflected in services and materials to maintain the facilities on campus. This is intended to allow for more on campus work to be done by Physical Plant without having to recover as many costs from other units on campus for whom work is being done.

Surplus Funds

It is proposed that $1,606,150 of the budgeted cost increases be addressed through the use of surplus funds. This number reflects anticipated use of the appropriated, the unappropriated, and Ancillary Services surplus funds available on March 31, 2018. As this revenue source is not on-going, these funds will have to be found again as part of the 2019-2020 operating budget. This is a slightly smaller amount of the cost increases being funded by surplus funds than in the previous year.

International Student Tuition Fee Premiums

Universities in Canada tend to charge students from outside of Canada studying with Student Visa authorization in Canada, higher rates of tuition than what is charged to domestic students of Canada. Brandon University has done this as well for more than fifteen years. The principle rationale is that students and their families, who are not citizens, do not pay the same taxes in Canada as do domestic students and their families. Therefore, given that universities are significantly funded by taxpayers through Provincial Government grants, the differential is thought to be reasonable.

Tuition fees for international students will remain at the same level relative to domestic students for the 2018-2019 budget – that is undergraduate students will pay 2 times what domestic students pay and graduate students will pay the same tuition as domestic graduate students.

Beginning in September 2019, international tuition fees will increase as follows. Students beginning programs at the undergraduate level will pay 3.7 times what domestic students pay. This rate is consistent with rates charged at the University of Winnipeg and the University of Manitoba. Continuing undergraduate students will pay 2.5 times what domestic students pay for 2019/20, 3 times for 2020/21, 3.5 times for 2021/22, and 3.7 times for 2022/23.

Beginning in September 2019, students beginning programs at the graduate level will pay 2 times what domestic students pay. This rate is also consistent with what other

6 Manitoba universities currently charge. Continuing graduate students will pay 1.5 times what domestic students pay for 2019/20, and 2 times for 2020/21.

15% of all international tuition premium rates are returned to international students in the form of scholarships. By 2022/23, this will increase international student scholarships by almost $400,000.

Student Services is currently providing learning skills and personal support services to international and domestic students. As all student numbers increase and in particular, the number of international students, resources are stretched and international-specific services will need to be augmented. The proposed increase to international premiums will begin in September 2019. Increases for returning students will be gradually introduced. Therefore, revenues from the premiums will gradually increase, beginning in 2019-2020 and reaching full implementation in 2022-2023. As the revenues increase, it is proposed to add Student Services to augment learning skills and writing skills for international students, international student success officer to assist students with transition to first year at Brandon University and improve retention of these students, additional personal counseling, additional residence life support as many international students live in residence, and student ambassadors and mentors to assist international students with transition to BU.

Respectfully submitted by: Scott J. B. Lamont, FCPA, FCGA, MBA Vice-President (Administration & Finance)

7 BRANDON UNIVERSITY 2018-2019 Operating Budget Approved Adjustments to the Draft Base Budget Decision Matrix April 20, 2018 1% change = Proposals

Draft Base Budget summary balance (1,867,599)

-1,867,599 Revenue variable assumptions in Draft Base budget (above) Provincial operating grant (+0% assumed)(-0.9% received) 383,570 -345,213 -0.9% Tuition - fees (+6.5% assumed)(6.6% received) 94,315 9,612 0.1% Tuition - enrolments (+3% (5% int) assumed)(now 6%) 94,315 282,945 3.0% -52,656

Draft Base Budget summary balance after Provincial Budget funding -1,920,255

Proposed adjustments (detail below)(+cost, -saving) -1,920,900

NET BUDGET POSITION 645

Unappropriated Surplus Estimated Balance March 31, 2018 1,450,000 estimated available

Carry Forward Surplus Available (Appropriated) before contribution to budget Operating budget assumed (after PDA commitments) 825,000 Conservatory of Music 70,000 Ancillary Services 600,000 Estimated Balance as at March 31, 2018 1,495,000 estimated available

Proposed Adjustments Description Ending Balance Surplus Funds Unappropriated - 64% contribution 526,350 (923,650) $969,402 in 17/18 Ancillary Services - 42% contribution 350,000 (250,000) $200,000 in 17/18 Operating carry forward - 50% contribution 412,500 (412,500) $470,014 in 17/18 Conservatory of Music - 29% contribution 50,000 (20,000) $20,000 in 17/18 Total surplus funds to be used (1,606,150) 1659,416 in 17/18

Salary Savings 3 vacancies @ $30k salary and benefits (90,000) approx 12 retirements each year, 9 recorded to date

Staffing Plan Changes Vacant and term positions (staffing plan summary) 349,190 Sessionals and terms (492,760)

Budget additions Library repository 25,000 Advancement travel 15,000 50th Anniversary celebrations 35,000 Graduate Scholarships/Assistantships 25,000 Music recruitment materials 5,000 Student Services recruitment 10,000 SPSS licensing 17,000 Exam invigilation 5,000 Co-op program coordinator 2,000 Physical Plant repairs budget 30,000

Revenue increases EAP - increase in revenues (32,500) Other student fees (100,000) BU Foundation - increase in revenues to Advancement (28,904)

Other 15% Management positions reduction cost 2018/19 (88,776)

Net adjustment (1,920,900)

8 Brandon University 2018 – 2019 Budget Consultations This is a short, simple messagMarch 27 and April 3, e. 2018

Budget planning is the means by which any organization annually tailors its activities and retools itself in response to its changing opportunities and environment so as to maximize its effectiveness in fulfilling its mission.

Brandon University 2018‐19 Budget Estimates

9 Academic Plan and Priorities A. To distinguish Brandon University as a leading student- centred institution of choice for students. B. To establish and promote Brandon University as an institution engaged in innovative research, scholarly, and creative activity. C. To conduct community engagement and university service activities. D. To promote diversity and inclusive post-secondary educational opportunities. E. To foster academic program excellence, renewal, and development. F. To foster sustainable growth and development in academic programs and services.

The Budget Cycle

2018‐19 Budget Development:

Aug ’17 Nov ’17 Feb ’18 Mar ’18 Apr ’18 May ’18

Budget Staffing Pension Provincial Year‐end Budget Estimates Plans Evaluation Budget 2017‐18 Approval

2018‐19 Budget Year:

Apr ’18 Sept ’18 Fall ’18 Jan ’19 Spring’19 Mar ’19

Fiscal Year Full‐term Surprises Winter Term Surprises End of Start Adjustments Adjustments Fiscal Year

10 11 Key Sources of Revenues 1. Government Operating Grant • 2016/17 +2.5 percent $ +935,525 • 2017/18 no increase $ no increase • 2018/19 ‐0.9 percent $ ‐345,213

2. Tuition ‐ Fees • 2016/17 max CPI 1.2 % $ 95,271 • 2017/18 max CPI 1.3 % $ 111,922 • 2018/19 max CPI plus 5 percent 6.6 % $ 621,652

• Bill 31: The Advanced Education Administration Amendment Act • Up to 5 percent plus Manitoba average rate of inflation • Average tuition fees not to exceed lowest average west of Manitoba

3. Tuition – Enrolment • 2018/19 +6.0% $565,890

12 13 14 University Profile (regular session) Sept 1, 2016 enrolments at 3229 up 7.1% from last year First‐time at BU 863 5.4% Indigenous students 360 2.9% *Self‐declared – 14.7% of student body International students 248 33.3% Graduate students 469 33.2% Part‐time students 937 13.0% Full‐time students 2292 4.8% Applications (highest since 2005) 2446 15.9% Residence Occupancy 308 11.0%

University Profile (regular session) Sept 1, 2017 enrolments at 3398 up 5.2% from last year First‐time at BU 905 4.9% Indigenous students 385 6.9% *Self‐declared – 11.3% of student body International students 313 26.2% Graduate students 471 0.4% Part‐time students 935 0.2% Full‐time students 2463 7.5% Applications (highest since 2005) 2629 7.5% Residence Occupancy 342 11.0%

15 71% FT

70% female

16 13.6%

9.7% of students

17 Revenue and Expense Increases

Grants ‐345,213 Tuition Fees 1,187,542 Potential revenue increase 842,329

Salary and benefits 1,157,335 Pension special pmts (est.) ‐371,000 Other inflationary 151,145 Potential expense increase 937,480

Previous year surplus used 1,659,416

18 Surplus Funds Used (2017‐18)

Ancillary services $ 200,000 Conservatory $ 20,000 Appropriated carry forward $ 470,014 Unappropriated $ 969,402 $1,659,416

19 Surplus Funds Used

Budget Adjustments

Savings – Positions temporarily not filled $354,000 – Sessionals and terms 492,760 – Vacancy savings expected 90,000 – 15% management savings 315,940 Revenue increases expected – EAP 32,500 – Other student fees 100,000 Investment – Positions added 374,190

Surplus required 1,683,000

20 Positions Added

Advancement coordinator Academic and Provost admin assistant Health Studies instructional associate (2) Health Studies associate dean Student Services Elders budget Business Administration HR position replacement Physical Education (1/2 FTE)

Fundraising, Alumni and Promotion

1Adv Travel - donor visits 5,000 1Adv Food - w ith donors/prospects and key community functions 5,000 1Adv Annual Fund - printing and postage 20,000 1Ext Softw are licensing 10,000 1Ext Alumni New s - photocopying/postage 10,000 50,000

2Adv 50th Anniversary celebrations 62,250 2Adv Alumni Events - travel and events/food 15,000 2Adv Alumni Activities - scarves for new graduates 10,000 2Ext Advertising 50,000 2Ext Photography and videography 10,000 2Ext Merchandise - giveaw ays/promotional items 5,000 152,250

21 Student Recruitment and Retention

3Arts Recruitment materials 5,000 3Arts Travel - student engagement & outreach 10,000 3Gr St Graduate recruitment 10,000 3Gr St 10 scholarships/assistantships (2 for each program) 250,000 3Lib Long Night Against Procrastination support 2,000 3Mus Recruitment materials, outreach, and w orkshop support 15,000 3Sci Let's Talk Science Coordinator 19,500 3St Sv Student recruitment 10,000 3St Sv Printed materials 8,000 3St Sv Recruitment expenses i.ie. Booth rentals 8,000 337,500

Teaching and Learning

4Arts Classroom media system updates and improvements 10,000 4Educ PENT - cost recovery program - 5 year funding initiative 45,000 4Gr St Travel fund for graduate students 5,000 4ITS SPSS softw are licencing 17,000 4Lib Increase acquisitions to 8% 120,000 4Lib Rental of safe off-site archival storage 3,600 4Lib Contract for BU institutional repository 25,000 4Reg Exam invigilation 5,000 4Sci Graduate student assistantships 24,000 4Sci Faculty and student conference participation 30,000 4Sci Student recruitment and retention and mentorship 30,000 4VPAP Co-op Coordinator softw areand operating costs 7,000 4VPAP Academic conferences hosted at BU 10,000 4VPAP Travel & consumables (AVP Teaching & Learning) 5,000 336,600

22 Research, Grad Studies, ITS

5Arts Support for research facilitator position 6,200 5VPAP Increased funding - BU funded research (BURC) 20,000 5VPAP Increased funding - BU funded research (start-ups) 10,000 5VPAP Travel & consumables (AVP Research) 5,000 41,200

6Gr St Attendance at regional/national Grad Studies meeting 5,000 5,000

7ITS Cloud data centre partnership 45,000 7ITS Redundant internet link to Winnipeg 33,900 7ITS Security SEM replacement (67,000) 7ITS Security endpoint protection updates 8,500 7ITS Degree audit softw are discontinued (13,000) 7,400

Renovations and Equipment

10 Arts Anthropology lab - total $140k to be paid over 3 years 40,000 10 Ext Equipment - BU Now video screens 10,000 10 Gr St Equipping the office 10,000 10 Lib Pow er supply/conduits to study carrels 10,000 10 Lib Group study space 10,000 10 Lib Public furniture 20,000 10 Lib Lift desks 6,000 106,000

23 For more information VP Administration and Finance web page BU Budgets

Questions and comments?

Questions & Discussion

24 B. General Budget Information

25 Summary Operating Budget for the year ended March 31, 2018 DRAFT April 17, 2018

2018/19 2017/18 2018/19 2017/18 By Function Draft Approved By Object Draft Approved

Revenues Revenues

ALD - Operating Grant 38,357,000 38,357,000 0.0% ALD - Operating Grant 38,357,000 38,357,000 0.0% Tuition Fees 10,346,553 9,065,721 14.1% Tuition Fees 10,346,553 9,065,721 14.1% Other Income 141,200 141,200 0.0% Other Income 141,200 141,200 0.0% Other Student Fees 557,504 522,886 6.6% Other Student Fees 557,504 522,886 6.6% 49,402,256 48,086,807 2.7% 49,402,256 48,086,807 2.7%

Expenses Expenses Faculty of Arts 8,479,002 8,194,132 3.5% Academic Salaries 25,306,796 24,085,809 5.1% Faculty of Science 9,021,887 8,676,653 4.0% Academic Support Salaries 2,990,597 2,780,062 7.6% Faculty of Education 3,910,446 3,878,091 0.8% Support Staff Salaries 10,382,761 10,183,309 2.0% School of Music 3,413,527 3,337,116 2.3% Employee Benefits 6,680,901 6,694,499 -0.2% Faculty of Health Studies 6,496,931 6,206,710 4.7% Pension liability costs 206,906 678,000 -69.5% Rural Development Institute 188,404 177,829 5.9% Travel 1,361,796 1,370,515 -0.6% Library Services 2,744,921 2,695,415 1.8% Insurance 311,867 306,437 1.8% IT Services 1,199,348 1,169,247 2.6% Library Acquisitions 998,688 942,032 6.0% Student Services 2,499,761 2,532,091 -1.3% Supplies and Expenses 4,000,395 3,682,454 8.6% Registrar 833,101 733,488 13.6% University Property Taxes 109,710 114,710 -4.4% Athletics 1,092,051 948,034 15.2% Utilities 814,662 791,244 3.0% Campus Recreation 55,835 55,218 1.1% External Recoveries (2,064,585) (2,074,261) -0.5% Executive Offices 743,740 732,877 1.5% Equipment 169,361 171,413 -1.2% Vice-President (A&P) 1,291,389 1,215,634 6.2% Ancillary contribution - (200,000) -100.0% Advancement 5,534 271,960 -98.0% Carry forward contributions - (470,014) -100.0% External Relations 465,067 231,484 100.9% Unappropriated surplus - (969,402) 0.0% Administration & Finance 6,186,937 5,909,017 4.7% Healthy Living Centre 206,653 196,155 5.4% Pension liability costs 206,906 678,000 -69.5% Misellaneous Initiatives 2,228,415 1,687,071 32.1% Carry forward contributions - (470,014) Unappropriated surplus - (969,402) 51,269,856 48,086,807 6.6% 51,269,856 48,086,807 6.6% (1,867,599) - (1,867,599) 0

- -

26 BRANDON UNIVERSITY OPERATING BUDGET

2018/19 2019/20 2020/21 Budget Budget Budget REVENUES - Grants - Province of Manitoba (ALD) 38,357,000 38,740,570 39,127,976

- Tuition and Fees 9,527,617 10,432,741 11,423,851 - International Visa Premium 818,936 913,113 1,018,121 - Other Student Fees 557,504 557,504 557,504

- Other Income 141,200 141,200 141,200 49,402,256 50,785,128 52,268,652

EXPENSES - Salaries - BUFA 28,297,394 29,102,264 29,931,357 - Salaries - Support 10,420,761 10,806,407 10,914,027 - Benefits 6,849,807 8,128,753 8,313,975 - Travel & Consumables 4,887,232 5,044,992 5,223,841 - Utilities 814,662 841,460 864,153 51,269,856 53,923,876 55,247,352

Annual Budget Surplus/(Deficit) (1,867,599) (3,138,748) (2,978,700)

-3.6% -5.8% -5.4%

27 BRANDON UNIVERSITY DRAFT REVENUES 2017/18 2018/19 2019/20 2020/21 Budget Budget Budget Budget Grants - Province of Manitoba (ALD) - Adjusted base 16/17 38,357,000 38,357,000 38,357,000 38,740,570 -Increase to base 17/18 - - 383,570 387,406 Base March 31, 2018 38,357,000 38,357,000 38,740,570 39,127,976

Total ALD Grant 17/18 38,357,000 38,357,000 100.0% 38,357,000 38,740,570 39,127,976

As per Tuition and Fees Budget March 31, 2018 - Undergraduate Tuition, Regular Arts 2,344,291 2,470,623 2,705,333 2,962,339 3,243,761 Science 2,573,941 2,646,930 2,898,388 3,173,735 3,475,240 Education 792,860 893,447 978,324 1,071,265 1,173,035 Music 379,565 366,166 400,952 439,042 480,751 Health Studies 1,715,862 1,711,671 1,874,280 2,052,336 2,247,308 Total Undergraduate Tuition 7,806,519 8,088,837 113.5% 8,857,277 9,698,718 10,620,097 - Graduate Tuition Fees, Regular Education 418,660 385,770 422,418 462,548 506,490 Health Studies 77,255 100,053 109,558 119,966 131,363 Music 49,240 48,990 53,644 58,740 64,320 Rural Development 46,896 39,524 43,278 47,390 51,892 Science 100,133 37,846 41,441 45,378 49,689 Total Graduate Tuition 692,184 612,183 96.8% 670,340 734,022 803,754

- Visa Student Surcharge 567,018 747,887 144.4% 818,936 913,113 1,018,121 9,065,721 9,448,907 114.1% 10,346,553 11,345,854 12,441,972

Other Student Fees - Change of Registration Fees 38,000 38,000 38,000 38,000 38,000 - Copyright Fee 50,000 50,000 50,000 50,000 50,000 - Transcript Fees 30,000 30,000 30,000 30,000 30,000 - Application Fees 200,000 200,000 200,000 200,000 200,000 - ID Card Fee (20,000) 0 0 0 0 - Student Services Fee 224,886 224,886 239,504 239,504 239,504 522,886 542,886 106.6% 557,504 557,504 557,504

Other Income - Interest & Sundry 110,000 110,000 110,000 110,000 110,000 - Rent 16,200 16,200 16,200 16,200 16,200 - Administrative Fees (University Services) 15,000 15,000 15,000 15,000 15,000 141,200 141,200 100.0% 141,200 141,200 141,200

Total Income 48,086,807 48,489,993 102.7% 49,402,256 50,785,128 52,268,652

28 BRANDON UNIVERSITY Operating Budget Baseline Adj. Baseline 2018/19 2018/19 2018/19 2018/19 2019/20 2020/21 Budget 2017/18 Budget Annual Annual Other Budget Budget Budget Budget Unit Mar 31/17 Adjustments Mar 31/17 Scale Incr. Increment Adjustments Allocation Allocation Allocation

Executive Offices 732,877 (14,737) 718,140 11,875 6,142 7,584 743,740 822,637 834,668

VP (Academic & Provost) 1,215,634 38,693 1,254,327 23,364 16,843 (3,145) 1,291,389 1,310,443 1,326,916

Advancement & External Relations 503,444 (109,393) 394,051 6,396 5,664 (3,842) 5,534 151,516 158,954

Marketing & Communications 0 3,000 3,000 6,517 7,163 1,653 465,067 480,392 492,120

Library Services 2,695,415 6,515 2,701,930 28,547 20,777 43,666 2,744,921 2,855,024 2,937,724

Information Technology Services 1,169,247 (81) 1,169,166 17,749 3,749 8,684 1,199,348 1,233,247 1,247,300

Faculty of Arts 8,194,132 22,848 8,216,980 176,172 136,325 (50,475) 8,479,002 9,008,043 9,397,230

Rural Development Institute 177,829 2,605 180,434 3,294 3,619 1,058 188,404 197,879 202,875

Faculty of Science 8,676,653 1,310 8,677,963 175,230 137,361 31,332 9,021,887 9,450,117 9,641,838

Faculty of Health Studies 6,206,710 (207,400) 5,999,310 113,228 90,514 293,879 6,496,931 6,918,534 7,076,432

Faculty of Education 3,878,091 15,589 3,893,680 80,147 45,272 (108,653) 3,910,446 4,175,358 4,227,918

School of Music 3,337,116 19,609 3,356,725 65,643 51,192 (60,033) 3,413,527 3,622,275 3,707,529

Student Services 2,532,091 (49,801) 2,482,290 40,560 42,163 (60,251) 2,499,761 2,593,871 2,649,267

Registrar 733,488 16,322 749,810 13,520 10,266 54,505 833,101 871,847 884,680

Athletics 948,034 91,628 1,039,662 13,857 9,880 28,652 1,092,051 1,104,832 1,120,693

Campus Recreation 55,218 0 55,218 945 0 (328) 55,835 54,582 58,249

Healthy Living Centre 196,155 (179) 195,976 8,395 4,565 (2,283) 206,653 205,836 211,151

Administration & Finance 5,909,017 44,146 5,953,163 86,040 46,330 51,403 6,186,937 6,235,770 6,318,368

Other Initiatives 925,655 (694,664) 230,991 0 0 2,204,330 2,435,321 2,631,670 2,753,439

TOTAL EXPENSES 48,086,806 (813,990) 47,272,816 871,479 637,825 2,437,736 51,269,856 53,923,876 55,247,352

29 Brandon University Summary of Budgeted Expenses By Object 2017/18 2018/19 % 2019/20 2020/21 APPROVED REF'NCE Incr PROJ. PROJ. BUDGET BUDGET BUDGET BUDGET 001 Acad./Sabb/I.A. 22,056,274 23,298,144 5.6% 23,875,816 24,642,444 002 Sessionals 2,056,112 2,008,652 -2.3% 2,221,442 2,223,310 Academic Support Salaries 1,777,970 1,818,739 2.3% 1,732,378 1,767,384 006/7/8 Professional/Counselors 1,002,093 1,171,858 16.9% 1,272,627 1,298,218 003 F.T Support 8,368,038 8,526,868 1.9% 8,809,569 8,902,579 004 P.T Support 212,502 256,342 20.6% 323,579 325,724 005 O.T./Student Assistants/Casual 702,521 733,247 4.4% 736,342 746,771 018 Cleaners 854,672 866,304 1.4% 898,918 900,953 029 Tuition Waivers 35,464 38,000 7.2% 38,000 38,000 100 Benefits 7,269,971 6,762,742 -7.0% 8,041,688 8,226,910 106 Workers Compensation 55,000 75,000 36.4% 75,000 75,000 107 Employee Assistance Program 12,065 12,065 0.0% 12,065 12,065 SUB-TOTAL: SALARIES & BENEFITS: 44,402,682 45,567,962 2.6% 48,037,424 49,159,358 201/02 Travel/Moving 781,576 769,335 -1.6% 784,830 800,648 204/05/10 Prof. Dev. Allowances 582,850 580,320 -0.4% 580,320 580,320 208/214 Designated/Student Travel 6,089 12,141 99.4% 12,194 12,249 SUB-TOTAL: TRAVEL & MOVING 1,370,515 1,361,796 -0.6% 1,377,345 1,393,217 5001 Library Books 630,195 661,705 5.0% 694,790 729,529 353 Data Royalties 311,836 336,983 8.1% 353,832 371,524 Scholarships 544,118 633,958 16.5% 633,958 633,958 301 Advertising 114,270 153,422 34.3% 156,482 159,604 302 Special Allowances 63,749 58,326 -8.5% 59,474 60,645 303 Computer Utilization 103,188 104,232 1.0% 106,316 108,443 304 Consumables 478,336 492,588 3.0% 502,017 511,634 305 Photocopying - Printing 286,871 282,835 -1.4% 287,212 291,676 306/315 Films - Film Rental/AV Supplies 5,003 2,638 -47.3% 2,690 2,744 307 Membership Subscriptions 165,870 133,943 -19.2% 135,109 136,299 308 Postage 81,515 96,889 18.9% 99,964 103,102 309 Telephone - Long Dist. 56,911 55,714 -2.1% 56,812 57,931 310 Telephone - Rental 154,931 153,800 -0.7% 156,795 159,849 311 Repairs & Maintenance 228,684 263,123 15.1% 271,153 279,343 312 Other Rentals/Recoverable Materials 32,201 12,892 -60.0% 13,030 13,171 313 Publications 10,902 10,697 -1.9% 13,033 13,294 314/316 Consulting Fees/Management Fees 126,333 149,045 18.0% 148,884 150,842 317 Special Functions 41,396 40,357 -2.5% 41,044 41,745 318 Promotion & Recruitment 90,376 87,084 -3.6% 88,825 90,602 321 Insurance 306,572 311,867 1.7% 317,704 323,658 322/24/25/29 Cleaning Supl/Grounds/Security/Service Contracts 237,843 252,173 6.0% 257,526 262,987 327 Rent 164,494 173,741 5.6% 177,215 180,760 328 Provision for Replacement 50,223 51,505 2.6% 52,536 53,586 330/331 Food 13,902 42,727 207.3% 43,486 44,259 335 Media Room/Program/Sponsorship 30,350 21,700 -28.5% 22,134 22,577 342/343 Trunk Charges/Change in Service 41,000 41,000 0.0% 41,820 42,656 344 Animal Care Room 6,494 6,624 2.0% 6,756 6,891 345 Staff Development 50,955 53,837 5.7% 54,904 55,992 346 Asbestos management 11,244 11,469 2.0% 11,698 11,932 350 Student/Fall Orientation 19,575 19,215 -1.8% 19,599 19,991 351/352 Cataloguing/Binding & Repair 14,732 10,947 -25.7% 11,166 11,389 354 Fax Expenses 16,779 13,217 -21.2% 13,451 13,691 355 Uniforms 9,873 10,070 2.0% 10,272 10,477 356 Service/Retirement/Recognition 7,098 7,240 2.0% 7,385 7,532 357/358 Software 344,860 372,377 8.0% 379,825 387,421 359 Music 4,141 4,224 2.0% 4,308 4,394 360 InterLibrary Loans 4,773 4,868 2.0% 4,966 5,065 362 CTLT Consumables - - - - 363/367 Recitals/Workshops 34,902 35,600 2.0% 36,312 37,038 364/365/366 Elect Music St/Aud Rental/E-Gre Comp 3,551 3,006 -15.3% 3,066 3,128 369 Elders Program 8,182 1,530 -81.3% 1,561 1,592 372 Research Development/Funding 125,744 126,159 0.3% 126,582 127,014 374 PLAR 1,562 1,500 -3.9% 1,500 1,500 376 Harrassment/Equity Officers 21,653 9,336 -56.9% 9,523 9,713 378 Special Allocations 117,736 184,801 57.0% 231,697 278,631 382/83/84/86/88 Serv Chrg/Legal/Bad Debts/Collection 130,569 136,652 4.7% 139,369 142,140 393 Equipment < $1000 228,439 223,759 -2.0% 232,586 241,677 Utilities 791,244 814,662 3.0% 841,460 864,153 Property Taxes 114,710 109,710 -4.4% 109,710 109,710 396/399 Recoveries (361,412) (343,959) -4.8% (348,349) (352,827) 799 Interfund Transfers (470,082) (266,072) -43.4% (273,106) (280,351) *** Unallocated/carryforward (1,405,331) 59,605 -104.2% 50,495 57,673 SUB-TOTAL: SUPPLIES & OTHER EXPS: 4,203,060 6,235,322 -105% 6,420,579 6,621,985 503 BUF Donations (465,702) (528,796) 13.5% (528,900) (529,006) 506/07/10/90 Program Revenue (951,669) (830,624) -12.7% (882,643) (893,377) 509 Materials/Service Fee (303,490) (346,165) 14.1% (310,290) (315,186) Technology Fee (359,000) (359,000) 0.0% (359,000) (359,000) SUB-TOTAL: REVENUES: (2,079,861) (2,064,585) -0.7% (2,080,833) (2,096,569) 901 Equipment 171,413 169,361 -1.2% 169,361 169,361 TOTAL BUDGET: 48,067,809 51,269,856 6.7% 53,923,876 55,247,352 30 Brandon University Summary of Actual Expenses By Object 2016-17 % 2015-16 % 2014-15 % ACTUALS Incr. ACTUALS Incr. ACTUALS Incr.

001 Acad./Sabb/I.A. 20,875,767 3% 20,234,756 2% 19,934,829 7% 002 Sessionals 1,996,904 15% 1,735,553 0% 1,740,918 3% Other Academic 1,638,898 0% 1,641,122 58% 1,039,553 0% 006/7/8 Professional/Counselors 964,748 4% 927,734 -37% 1,479,819 1% 003 F.T Support 8,203,637 7% 7,686,698 9% 7,047,498 5% 004 P.T Support 358,368 36% 262,877 7% 245,450 -19% 005 O.T./Student Assistants/Casual 667,805 4% 640,248 -1% 647,248 -8% 018 Cleaners 810,581 8% 749,089 7% 702,203 14% 029 Tuition Waivers 34,971 1% 34,790 -12% 39,643 -5% 100 Benefits 7,473,380 1% 7,369,864 4% 7,094,250 -14% 099/199 Recoveries - 0% - 0% - 0% SUB-TOTAL: SALARIES & BENEFITS: 43,025,059 4% 41,282,731 3% 39,971,411 1% 201/02/06 Travel/Moving/Recruitment 901,832 -6% 957,862 16% 829,100 -2% 204 Prof. Dev. Allowances - Travel 317,509 3% 307,611 -11% 346,822 -1% 208/214 Designated/Student Travel 16,592 47% 11,297 -62% 29,969 113% SUB-TOTAL: TRAVEL & MOVING 1,235,933 -3% 1,276,770 6% 1,205,891 0% 205 PDA - Equipment 121,527 7% 113,577 100% 289 PDA - Pool Transfer 25,674 -59% 62,671 100% 5001 Library Books 413,515 21% 341,375 -8% 370,416 -7% 353 Data Royalties 458,888 -15% 540,767 20% 451,747 2% Scholarships 574,626 17% 492,475 57% 314,265 14% 301 Advertising 142,776 20% 119,389 18% 100,919 1% 302 Special Allowances 81,234 2% 79,779 -11% 89,819 -35% 303 Computer Utilization 76,914 -23% 100,254 5% 95,629 17% 304 Consumables 445,228 -8% 481,463 14% 421,348 6% 305 Photocopying - Printing 265,011 1% 262,638 5% 250,612 18% 306/315 Films - Film Rental/AV Supplies - 0% - 0% - 0% 307 Membership Subscriptions 154,369 -6% 163,688 24% 131,625 54% 308 Postage 91,426 -2% 93,563 9% 85,839 14% 309 Telephone - Long Dist. 50,711 -9% 55,564 -10% 61,553 18% 310 Telephone - Rental 143,745 1% 142,927 -1% 144,805 5% 311/312 Repairs & Maintenance/Recoverables 660,685 -8% 714,795 9% 657,816 21% 312 Other Rentals 19,457 -7% 20,948 6% 19,841 -16% 313 Publications - -100% 203 0% 0 -100% 314 Consulting Fees/Searches 259,130 -32% 381,504 50% 254,963 -15% 317 Special Functions 34,218 39% 24,533 -23% 32,069 2% 318 Promotion & Recruitment 15,046 -74% 58,921 67% 35,190 81% 321 Insurance 252,874 -1% 255,527 -5% 268,437 3% 322/24/25/29 Cleaning Supl/Grounds/Security/Service C 277,268 13% 244,511 -6% 261,359 3% 327 Rent 101,726 7% 94,851 -17% 114,212 13% 328 Provision for Replacement 83,515 101% 41,502 -116% 266,462 12481% 330 Food 66,848 -2% 68,012 29% 52,546 148% 334 Presidential Search/Installation - 0% - -100% 37,333 -65% 335 Program Expenses/PLAR 19,915 -6% 21,143 118% 9,701 -47% 342/343 Trunk Charges/Change in Service 39,857 -1% 40,134 -28% 55,555 31% 344 Animal Care Room 3,924 -34% 5,988 -17% 7,216 84% 345 Staff Development 26,715 -17% 32,036 19% 26,983 -13% 346 Asbestos Abatement 7,597 -46% 13,985 31% 10,716 -7% 350 Student/Fall Orientation 22,409 5% 21,269 -32% 31,431 40% 351/352 Cataloguing/Binding & Repair 7,904 -54% 17,133 17% 14,693 -24% 354 Fax Expenses 4,585 -22% 5,914 -8% 6,410 -12% 355 Uniforms 9,474 10% 8,640 -1% 8,699 -13% 356 Service/Retirement/Recognition - -100% 7,800 6% 7,353 12% 357/358 Software 344,348 10% 311,673 5% 296,742 -7% 359 Music 1,516 -61% 3,904 143% 1,607 -56% 360 InterLibrary Loans 3,741 46% 2,557 -30% 3,674 202% 363/367 Recitals/Workshops 44,070 45% 30,328 -54% 66,139 27% 364/365/366 Elect Music St/Aud Rental/E-Gre Comp 2,744 45% 1,894 46% 1,293 -84% 369 Elders Program 2,451 15% 2,137 -54% 4,622 25% 372 Research Development/Funding 170,690 48% 115,123 -10% 127,211 92% 376 Harrassment/Equity Officers 3,773 156% 1,473 -86% 10,501 90% 378 Special Allocations 97,031 -30% 139,420 32% 105,429 -21% 382/83/84/86/88 Serv Chrg/Legal/Bad Debts/Collection 168,734 118% 77,479 -49% 153,274 -12% 389/395 Teaching materials/library resources 12,334 0% - -100% 11,724 10000% 393 Equipment < $1000 456,490 44% 318,003 15% 277,218 -20% Utilities 714,055 -2% 730,636 -5% 768,839 -15% Property Taxes 103,845 -3% 106,894 -3% 110,191 -17% 396/399 Recoveries (822,923) 2% (803,577) 3% (782,014) 34% Provision (83,515) 92% (43,502) -84% (266,462) 2222% 799 Interfund Transfers (244,076) 8% (225,267) 3% (219,493) 1% SUB-TOTAL: SUPPLIES & OTHER EXPS: 5,934,099 1% 5,898,654 10% 5,368,057 -4% 503 BUF Donations (645,888) -1% (651,921) 19% (548,846) 24% 506/07//90 Program Revenue (2,016,593) 15% (1,758,905) 9% (1,619,963) -5% Student Services Fee Reallocation* (228,397) 7% (212,762) 5% (202,671) 1% SUB-TOTAL: REVENUES: (2,890,878) 10% (2,623,588) 11% (2,371,480) 1% 210/901/903 Equipment 363,371 -22% 463,530 -66% 1,349,469 252% TOTAL EXPENSES: 47,667,584 3% 46,298,097 2% 45,523,348 3%

31 C. Grant Information

32 Post-Secondary Education and Workforce Development Division – 405 800 Portage Avenue, Winnipeg, Manitoba, Canada R3G 0N4 T 204-945-3047 F 204-945-1557 www.manitoba.ca

January 31, 2018

Dr. Steven Robinson Interim President Brandon Universtiy – 270 18th Street Brandon MB R7A 6A9

Dear Dr. Robinson:

I am writing to confirm guidelines and timelines regarding tuition fees for the 2018/19 academic year, stemming from the new legislation.

Pursuant to subsection 2.2(1) of The Advanced Education Administration Act, increases to tuition fees for the 2018/19 academic year must not exceed 1.6 percent plus 5 percent. This reflects the 12-month rolling average Consumer Price Index as at December 31, 2017. ’s average tuition is required to remain below the lowest As per 2.2(3) of the Act, Manitoba average tuition in a province west of Manitoba. Based on projections from the department, institutions may raise tuition to the maximum allowable amount under the legislation, without approaching this average.

A copy of the Permitted Increase in Tuition Fees Policy is enclosed for your information.

The following submissions must be received by the Department by:  March 31, 2018 - proposed tuition fees for the 2018/19 academic year.  May 31, 2018 - final fee tables for the 2018/19 academic year.

If you have any questions about the policy or the tuition fee process, please contact – Mr. Grant Prairie, A/Director Institutional Relations, Post-Secondary Education and Labour Market Outcomes at 204-945-8564 or [email protected].

Sincerely,

Colleen Kachulak A/Assistant Deputy Minister

Enclosures c. Ms Allison Noto, Director, Financial and Registration Services

33 34 35 D. Fee Schedule (201 -1 )

8 9

36 BRANDON UNIVERSITY Proposed Fee Schedule 2018/19 PER STUDENT 30 CREDIT 2017/18 RATE ALLOCATION COMMENTS CREDIT HOUR HOURS (indicated when changes exist) 5% +1.6% CPI increase for tuition fees as per A. TUITION Provincial policy. Undergraduate General revenues - Arts 112.64 120.05 3,601.50 - Education 114.67 122.20 3,666.00 - Music 119.68 127.55 3,826.50 - Science 122.37 130.40 3,912.00 - Health Studies 124.59 132.80 3,984.00 PENT/CBE Students Contract rate PENT/CBE Other students taking PENT/CBE courses as Undergraduate PENT/CBE OCN Students as Undergraduate OCN International/Visa Students (Undergraduate) 15% of differential fees go 100% more than Undergraduate fees. - Arts 225.28 240.10 7,203.00 to International student - Education 229.34 244.40 7,332.00 scholarships - Music 239.36 255.10 7,653.00 - Science 244.74 260.80 7,824.00 - Health Studies 249.18 265.60 7,968.00 PER STUDENT 9 CREDIT Graduate CREDIT HOUR HOURS - Arts (Rural Development) 168.96 180.10 1,620.90 General revenues - Education 172.00 183.35 1,650.15 - Music 179.50 191.30 1,721.70 - Science 225.59 240.45 2,164.05 - Health Studies 225.60 240.45 2,164.05 OTHER ALLOCATION COMMENTS Senior Citizens (age 60+) 25.00/session General revenues Distance 16.66 17.75/cr hr General revenues Added to regular tuition fees. For professional development series completed Co-op Program Fee new 650.00 General revenues before student can register for work terms. B. COURSE RELATED - NON TUITION Access Copyright Fees 0.90 27.00 General revenues To cover Access Copyright fees. Concert Fees 86.35 87.75 Music Eliminated Change of Registration fee, charged for 20.00/change each change, first two free. (first two Charged on initial registration annually (September Registration Fee changes free) 15.00/year General revenues to August). Student Service Fee 3.35 3.50 105.00 Student Services

Technology Fee 5.60 5.90 177.00 IT Services For technology renewal & capacity enhancement. Student Fitness Fee 38.00 38.60/term HLC Operates on the basis of "cost recovery". Approximate cost, currently seeking proposals for International Student Insurance new 600.00/year Cost-recovery pricing. C. NON-COURSE RELATED FEES Application - Domestic 67.50 70.00 General revenues - International 138.00 140.00 General revenues Confirmation of Enrolment 10.00 Administration & Finance Document Evaluation and Letter of 65.00 Registrar's Office Programs excluded from fees: Permission Fee CMB, NSE, students taking Athabaska University courses; Psych Nursing students taking U of W courses.

Duplicate Tax Receipt/Special Service Fee 6.75 8.00 Administration & Finance Examination - Challenge See comments Equal to credit hour equivalent. - Invigilation Fee 60.75 65.00 Faculty/Department Flat fee, previously 2 hour minimum for $40.50. Graduate Continuing Registration Fee 160.00 General revenues Plus $160.00 each academic year since last Graduate Reinstatement Fee 320.00 General revenues registered. Late Payment Fee 30.00 Administration & Finance Arrangement Fee 30.00 40.00 Administration & Finance Late Registration Fee 54.35 55.00 General revenues Locker Rental 44.00 Summer 45.00 Administration & Finance $10.00 is refundable if lock is returned. - Fall/Winter Regular 65.00 Large 75.00 Parchment Replacement/Official Copy 35.00 40.00 Convocation Academic Appeal Fee 38.00 40.00 Registrar's Office PLAR Assessment Fee See comments 325.00 General revenues Flat fee per assessment. Registration Non-Payment Fee General revenues - To VW date 42.50 45.00 - After VW date 125.50 130.00 Returned Cheque (NSF) 40.00 Administration & Finance 13.25/copy Transcript 4.25/additional 15.00/copy General revenues $5.00/additional copy in same order. D. JUNIOR KINDERGARTEN FEES 10.40/day Program Operates on the basis of "cost recovery". - Three one-half days each week - Two one-half days each week - Friday only (half day) Rates regulated by the Province. E. E-G Conservatory of Music Conservatory Fees set with the Conservatory budget. H. English for Academic Purposes (EAP) 3,500.00/term EAP Operates on the basis of "cost recovery".

37 ANCILLARY SERVICES Proposed Rates 2018-2019

18/19 17/18 Percent Increase Fees/Rates Fees/Rates (excluding taxes) (excluding taxes)

Student ID Card Fee 0.00% 26.25 26.25

Parking 12 months (serviced) 3.99% 368.65 354.50 12 months (non serviced) 4.01% 245.40 235.95 8 months (serviced) 4.00% 335.30 322.40 8 months (non serviced) 4.01% 202.20 194.40

Residence Related Fees/Charges Application Fee 2018-2019 0.00% 60.00 60.00 RSA Fee (per term) 1.82% 28.00 27.50 Maintenance Fee 1.69% 24.00 23.60 Facilities Fee (per term) 1.97% 72.50 71.10

Room Rates Fall/Winter Term (Weekly) McMaster Single 2.01% 157.10 154.00 McMaster Double 1.99% 123.25 120.85 Flora Cowan Single 1.99% 132.95 130.35 Flora Cowan Double 2.00% 99.25 97.30 Darrach Hall Single 1.99% 120.55 118.20 Darrach Hall Double 2.00% 91.60 89.80

Room Rates May - August 2019 (Weekly) Single Room 2.01% 154.55 151.50 Double Room 1.98% 121.00 118.65

Board Rates 2018-2019 (Weekly) September-April (Brandon University Students) Premium Plan (refundable up to Value Plan) 1.01% 124.85 123.60 Value Plan (non refundable) 1.02% 109.20 108.10 September-April (ACC Students) 1.03% 98.00 97.00

Board Rates May - August 2019 (Weekly) May-August 2019 (BU Students) 1.00% 123.83 122.60 May-August 2019 (BU Practicum) NEW 98.88 May-August 2019 (ACC Students) 1.00% 98.88 97.90

Casual Accommodation & Facility Rentals Pricing is negotiated with the Ancillary Services Manager as bookings are requested.

38 E. Unit Budgets

39 Request for 2018‐2019 Staffing Plans

And Initial Budget Submissions

It is time to begin the detailed budget cycle with submission of Staffing Plans and initial budget submissions. Budget unit heads are asked to submit a Staffing Plan for the three‐year period from 2018‐ 2019 to 2020‐2021. Because salaries and benefits comprise 90% of the operating budget, Staffing Plan proposals require a budget context within which to consider the staffing proposals. Therefore, budget unit heads are asked to submit an initial budget plan for this same three‐year period, with particular emphasis on 2018‐2019. Given how early this request is being made, there are obviously many things that are not currently known and budget requests and plans will have to change and adapt as more information becomes available.

Looking Ahead, the Academic Plan for 2015‐2020, and the associated Unit Plan, should guide and inform Staffing Plans and Budget submissions. Reference to the priorities in these documents will assist in considering proposals and making decisions for the staffing and budget plans.

The Campus Master Plan is a new document to be considered as part of the staffing and budget planning. Any proposals that are rooted to the Campus Master Plan or the Campus Space Plan, should reference the portion of the Plan documents for greater context and clarity.

In June of this year, PAC began discussions about budget sustainability. As previously discussed, recent budgets have called for greater ongoing expenditures of budget than can be sustained by ongoing revenues, which has required the use of surplus (one‐time) funds to bring the budget into balance each year. The resultant discussion about this challenge has invited consideration of actions to increase enrolments, decrease costs and increase revenues. As budget units are considering budget requirements and options for the 2018‐2019 year and beyond, it will be crucial that any requests consider the impact of that request on enrolment, expenses and revenues. It will be very difficult to consider additional expenditures that will not have offsetting gains in enrolment and revenues. Therefore, it is requested that overall budgetary impacts be considered in all budget requests.

40 Each budget unit has been provided with the following information to assist with development of the Staffing Plans and Budget proposals. The attached Excel file contains the following four tabs: 1. Your 2018‐2019 department budget. 2. Staffing complement and salaries for your area. 3. Staffing complement for the University. 4. Sessional Pool table, to categorize sessional workload requests.

Operating Budget Projections 1. The current base budget summary deficit is $2.665 million, before any of the adjustments and built‐in actions listed below. The goal is still to reduce dependency on surplus to achieve a sustainable position for the long‐term, knowing that will be a multi‐year process.

2. The assumptions are as follows: a. We have assumed a provincial grant increase of 0.0%. b. We have assumed a tuition fee increase of 6.5%. c. We have assumed a domestic student enrolment increase of 3.0%, with the same mix of undergraduate and graduate students. d. We have assumed an international student enrolment increase of 5.0%, with the same mix of undergraduate and graduate students. e. We have assumed that there will be a total of 12 retirements or resignations with the resultant savings for 2018‐2019. f. We have assumed an inflationary increase of 2% for travel and consumables. g. We have assumed the pension special payments will remain the same for 2018 as for 2017 (calendar years).

3. The built‐in actions are as follows: a. We have already built‐in five academic positions to the 2018‐2019 budget to remain temporarily unfilled when they become vacant in 2018‐2019. b. We have already built‐in anticipated savings from failed searches that typically occur in Health Studies.

41 Supplementary Information The Collective Agreement with the Faculty Association contains a number of new elements that must be considered when preparing staffing and budget plans. The relevant Articles are found in Appendix A, and must be read in the context of the Collective Agreement as a whole.

1. 50 sessional stipends have been designated for teaching workload reduction in the budget in accordance with 9.4(b) in the BUFA CA. a. If we assume that 10 faculty replacements will be probationary in 2018‐2019 and therefore require 6 credit hours, or two stipends, of teaching workload release, then 10 x 2 = 20 stipends will be reserved for new faculty teaching workload release, or less if sections or courses are not required. b. If we assume that there are 10 probationary academic faculty who will be in their second year at BU in 2018‐2019 and therefore require 3 credit hours, or one stipend, of teaching workload release, then 10 x 1 = 10 stipends will be reserved for new second‐ year faculty teaching workload release, or less if sections or courses are not required. c. That will leave 50 – 20 – 10 = 20 stipends available for teaching workload release for tenured academic faculty.

Please note: A minimum of 50 sessional stipends are set aside for the purposes outlined but the regular pool of sessionals may also be used for this purpose, the same as in the past, up to the total capacity of the University to fund sessionals for all purposes.

2. 4 term positions and 42 sessional stipends are available in the budget to replace faculty on sabbatical in 2018‐2019 in accordance with Article 20.28 (d) and (e) of the BUFA CA.

3. Please ensure that any teaching to be done by Deans, VP, President, or anyone else from outside of the budget unit, for 2018‐2019, is built into your plans as appropriate.

Submission Requirements Please provide the following information. For Faculties/Schools, please use the formats provided in the attached Excel file when indicated below. For non‐teaching units, please simply indicate changes in your Word document submission.

42 For Faculties/Schools: 1. Teaching workload in each department and for the Faculty/School as a whole. Please provide the following using the format outlined in Appendix B. Historical data is being prepared by the Institutional Data & Analysis Office on student credit hours taught and workload credit hours by faculty member. It can be used to help you project the following and will be distributed as soon as possible. a. Number of credit hours taught by line positions (summary only). b. Number of credit hours taught by term instructors (summary only). c. Number of credit hours taught by sessional instructors (summary only), see #3 below. d. Number of student credit hours taught by department (summary only). If you expect significant differences over the prior year, please provide explanations in your submission. 2. Indicate faculty members recommended to receive teaching workload release (per Article 9.4 of CA with BUFA) and rationale: a. Include tenured academic faculty. b. Include probationary academic faculty who will be in their first year at BU in 2017‐2018. c. Include probationary academic faculty who will be in their second year at BU in 2017‐ 2018. 3. Sessional requests projected in 1.c must be categorized, signifying the funding source: a. Sessionals to allow teaching workload release for academic faculty that is not either b. or c. below. b. Sessionals to allow teaching workload release for probationary academic faculty in their first year at BU in 2018‐2019. c. Sessionals to allow teaching workload release for probationary academic faculty in their second year at BU in 2018‐2019. d. Sessionals to provide teaching workload replacement for faculty on sabbatical leave. e. Sessionals required to allow positions to remain vacant for one year. f. Sessionals to provide teaching workload to supplement line‐faculty or for any other reason. 4. Each Faculty/School is asked to identify and prioritize 5% of course sections that have been or could be adjusted, compared with 2017‐2018 totals, to offset the deficit for 2018‐2019 or

43 provide other means by which a similar revenue increase or expense saving may be achieved. Curriculum review and scheduling are some options that may be considered. a. Each additional percent of enrolment growth saves/earns approximately $91,000 (e.g. recruitment, retention, curriculum renewal or development, etc.). b. Each faculty position left vacant for the remainder of the 2017‐2018 year will save approximately $70,000 of salary and benefits. Please note, this would be in addition to the one position per Faculty/School already assumed to be left vacant for one year. c. Other positions left vacant will save the pro‐rated salary plus approximately 20% benefits. d. Each sessional stipend unused will save $7,000 of salary and benefits (e.g. eliminating or cycling a course section, etc.). e. Deans are requested to identify any department with more than 5 courses below a class‐size of 15 at the first, second and third year level and will attempt to determine which one of these courses may be cancelled or cycled.

For Non‐Faculty Units and Faculty Units:

5. Any positions previously approved to fill that are not yet filled due to failed searches, or delays.

6. Any positions that are expected to become vacant or for which terms will be expiring over the next three years and whether the position will be deployed to the same or a different department or released. Please indicate the alignment of the decision with the Academic Plan, Unit Plan, and Degree Completion Map.

7. Any new position or budget requests over the next three years, indicating alignment of the request with the Academic Plan, Unit Plan, and Degree Completion Map. As budget units are considering budget requirements and options for the 2018‐2019 year and beyond, it will be crucial that any requests consider the impact of that request on enrolment, expenses and revenues.

44 Next Steps and Timelines

1. Request for Staffing Plans distributed October 3rd. 2. Departments are to provide teaching workload recommendations to the Dean by October 16th. 3. Staffing Plans and initial budget submissions must be received by October 24th in the Office of the Vice‐President (Administration & Finance). 4. Staffing plans will be circulated to PAC by October 27th. 5. First meeting of PAC to consider staffing and budget requests to provide advice to the President on priorities among the requests by November 1st. 6. PEC will consider the recommendations and provide preliminary decisions to PAC by November 15th. 7. Second meeting of PAC to consider the decisions of PEC and provide feedback by November 22nd. 8. Final Staffing Plans reported to budget unit heads by November 24th. 9. Deans assign and communicate teaching workload to departments in accordance with 9.4 (d) of the Collective Agreement, by November 30th. 10. Specific courses that populate the workload are to be determined no later than 4 weeks before the beginning of classes in each term.

45 Changed Articles in the 2015-2019 Collective Agreement with BUFA Related to Staffing Planning

7.13 Sessional Appointments (a) An internal sessional appointment may be offered only to a full-time or part-time member for an additional workload. No member shall be assigned more than twelve (12) credit hours in addition to their assigned load in one (1) academic year. Unless otherwise agreed by the parties, if a member is issued an internal sessional contract which makes the total sessional credit hours exceed twelve (12) credit hours, the Employer shall pay into the Brandon University Board of Governors’ Entrance Scholarship a sum of ten thousand dollars ($10,000).

Members who have requested and been granted a teaching load of fifteen (15) or less credit hours under 9.4(b) shall be eligible to teach overload only in exceptional circumstances, and only when agreed to by the Dean/Director.

9.3.1 Teaching Workload (a) The standard teaching load for academic members on a full-time regular appointment shall normally be between fifteen (15) and eighteen (18) credit hours in one (1) academic year. Variation within this range shall be determined by the factors outlined in Article 9.4(a); particularly by a member’s scholarship/research activities. Variations outside this range are possible (e.g. Article 7.12(d) and (e); Article 9.5(b), (c), and (d)) provided that teaching workload is assigned as outlined in Article 9.4 and does not violate Clause 9.3.1 (b - i).

(d) The standard teaching load of Instructional Associates on full-time regular appointments shall be clearly indicated in their respective job descriptions (Appendix C) and shall not exceed twenty-four (24) credit hours of combined lecture, laboratory, and clinical instruction in one (1) academic year. Instructional Associates may teach up to a maximum of six (6) credit hours resulting from lecture contact hours, with the exception of members holding the rank of Instructional Associate IV, in which case the maximum is nine (9) credit hours. They may also accept sessional appointments of up to twelve (12) credit hours in one (1) academic year.

46 (i) Taking into account the factors outlined in Article 9.4(a), the assigned teaching load of new academic members on Probationary Appointments shall normally be twelve (12) credit hours in the first year of their contract and fifteen (15) credit hours in the second year of their contract.

9.4 Assignment of Teaching Workload (a) The teaching workload assignment of members shall be recommended by the Department and approved by the Dean/Director who is responsible for ensuring the teaching assignments are fair and equitable. Factors to be taken into account when assigning a member’s workload shall include, but not be limited to, the following: i. the number of new courses ii. the number of new preparations iii. class size iv. marker/demonstrator assistance v. nature of the discipline vi. pedagogy vii. class scheduling viii. program needs ix. the teaching load of the member in previous years x. the type of appointment held by the member and other duties of the member outlined in Article 8 or in Appendices B, C, and D xi. Scholarship/Research as described in Article 8.2(c) xii. Service to the University and the Community as described in Article 8.2(d) xiii. Program needs, including reliant programs in other units/departments xiv. Program design and/or renewal initiatives proposed by members xv. Student enrolment initiatives (recruitment and retention).

(b) The Employer is committed to transitioning the standard teaching load from eighteen (18) credit hours to fifteen (15) credit hours in each academic year. Beginning April 1, 2016, the Employer agrees to dedicate funds equivalent to fifty (50) sessional replacement courses (three (3) credit hours) in each academic year to work towards this transition.

(c) Academic members seeking to have an assigned teaching load below eighteen

47 (18) credit hours in a given year shall submit in writing to the member’s Department the activities (see 9.4(a)) the member expects to perform in that year and how these activities reasonably justify the proposed teaching load. These materials should be made available to the Department prior to the Department’s properly constituted departmental meeting to discuss teaching workload for the following academic year. Scholarship/Research is the primary type of activity that will be utilized to justify an assigned teaching load below eighteen credit hours. In this case the member’s submission to the department will include a summary of proposed scholarship/research activities and expected outcomes for the following academic year, and make available to the department the member’s past scholarship/research activities. Where Service is utilized to justify an assigned teaching load below eighteen (18) credit hours, the member will provide evidence of expected service activities that go beyond the normal service expectations of members (e.g., organizing a conference, developing an academic program, etc.).

The Department, in a properly constituted departmental meeting, shall consider members’ submissions and the factors outlined in 9.4(a) and recommend the teaching workload assignments of Department members.When Scholarship/Research is being considered as a factor to justify an assigned teaching load below eighteen (18) credit hours for a member, past scholarship/research performance is relevant to making these recommendations but, for an initial application, shall not normally outweigh a member’s expected scholarship/research activities for the upcoming academic year.

In the event that a reasonable request by a member for an assigned teaching load below eighteen (18) credit hours yields a challenge with program delivery, the Department will make reasonable efforts to resolve this challenge but will not normally recommend solving it by denying the proposed teaching load of said member.

The Department shall forward its written recommendation to the Dean/Director by 15 October for approval. The parties acknowledge that the first year of the Agreement is a transition year and will work towards the October 15 deadline during this transition. The recommendation shall include the impact, if any, of the proposed departmental teaching load on program requirements, as well as specific

48 measures (e.g., term or sessional position(s)) required to deliver the program (i.e. courses required for degree completion or maintaining program enrolments).

In the event that a Department’s recommendation includes both a request by one or more member(s) for an assigned teaching load below eighteen (18) credit hours, and a demonstrated need for sessional or term positions to meet program needs, the Dean/Director shall normally make funds available to meet these needs and shall do so no later than 15 November.

In the exceptional event that the Dean/Director disapproves the recommendation of the Department, s/he shall, in writing, give reasons, based upon Article 9.4 (a), for disapproving the workload and ask the Department to reconsider its recommendations. Should the Department and the Dean/Director reach an impasse, the Dean/Director shall assign teaching workload. It is the Dean’s/Director’s responsibility to ensure that workload is assigned in a fair and equitable manner as outlined in Article 9.4 (a).

In the School of Music, in properly constituted departmental meetings, the undergraduate departments shall each consider and recommend conductors for the large ensembles and forward recommendations to the Dean/Director. The Dean/Director shall review the recommendations and inform the undergraduate departments of her/his determination by July 01. Upon the request of an affected Department not chosen by the Dean/Director, the Dean/Director shall supply written reasons for the decision based on the criteria outlined in Article 9.4 (a). The assignment of all other teaching workload in the School of Music shall proceed as outlined in Article 9.

(d) Teaching Workloads for departments, including workloads for non-sessional members, and for regular session term and sessional appointments shall be assigned and communicated by the Dean/Director to members, in writing, no later than November 15. The Employer shall issue sessional and term contracts as suitable candidates are identified.

Specific courses must be assigned at least four (4) weeks prior to the start of the term in which they are to be offered except by mutual agreement of the member

49 and the Dean/Director. Once assigned, no alterations may be made to workloads or assigned courses of a member except by mutual agreement of the Dean/Director and the member, and upon the recommendation of the department to the Dean/Director, which shall be provided within two (2) working days of the request in accordance with Article 9.4 (b). No member, who is assigned teaching workload in both the Fall and Winter terms, may be compelled to teach more than three (3) credit hours in Spring/Summer/Intersession.

(e) Teaching workloads for new appointments shall be assigned and communicated to the member as far in advance of the commencement of instruction as possible, normally four (4) weeks in advance. Once assigned, no alterations may be made to workloads or assigned courses of a member except by the mutual agreement of the Dean/Director and the member, and upon the recommendation of the department to the Dean/Director, which shall be provided within two (2) working days of the request, in accordance with Article 9.4 (b).

20.28 (a) The Employer shall provide paid Special Leaves and Sabbatical Leaves for a full year for eighteen (18) members (or equivalent) in any one (1) year, provided that there are that many members entitled to such leave under the provisions of this Article. For the members employed in the Special Projects, the Employer shall provide paid Special Leaves and Sabbatical Leaves for a full year for one (1) member (or equivalent) in any one (1) year, provided there is (are) member(s) entitled to such a leave under the provisions of this Article.

(d) Beginning April 1, 2015, the Employer shall provide four (4) full-time or equivalent appointments in each academic year for the purpose of replacing members on Sabbatical Leave.

(e) Beginning April 1, 2016, the Employer shall make available a pool of funds sufficient to replace forty-two (42) sessional courses (i.e. the equivalent of three (3) courses for 14 full-year sabbatical leaves) each academic year for the purpose of replacing members on Sabbatical Leave. Until that time, the Employer shall provide sessional replacements, as required, according to current practice.

50 Rank Stdnt Tching Stdnt Tching Stdnt Tching Stdnt Stdnt CrHrs CrHrs CrHrs CrHrs CrHrs CrHrs CrHrs CrHrs 18/19 18/19 15/16 15/16 14/15 14/15 13/14 12/13 Department XXX 4xxxxyyy Professor A Asst. 357.0 15.0 15.00 4xxxxyyy Professor B Prof. 138.0 9.0 18.00 4xxxxyyy Professor C Asst.c 405.0 21.0 18.00 4xxxxyyy Professor D Assoc.c 159.0 15.0 18.00 4xxxxyyy Professor E Assoc. 306.0 18.0 9.00 4xxxxyyy Professor F Asst. 423.0 18.0 18.00 4xxxxyyy Sessionals 1395.0 87.0 61.39 3183.0 183.0 3333 157.39 3633 3753 Student CrHrs/Tching CrHrs 17.4 21.18

51 MEMO January 11, 2018

To: Budget Unit Heads

From: Scott J. B. Lamont, Vice-President (Administration and Finance)

Cc: Board Budget Committee

Subject: 2018-19 Budget

Projected net costs to operate Brandon University in 2018-19 have increased by approximately $3.38 million from the approved budget for 2017-18. This net cost projection is based on the assumptions stated below. These assumptions may change as the final balanced budget is developed.

Salaries and benefits, inclusive of the unfunded liability special payment required for the pension plan, make up 90% of the current projected budget before adjustments to balance the budget. The temporary measures taken to balance the 2017-18 budget must now be considered again in 2018-19 and form part of the $3.38 million challenge.

Revenues for the operating budget are about 78% provided by Provincial operating grants and 22% tuition and other minor revenues.

Provincial operating grants are not anticipated to increase for 2018-19. Tuition revenues have been budgeted to increase due to Provincially regulated fee increases of 6.5% and enrolment increases of 3%. Those tuition revenue increases, coupled with the greater than anticipated tuition revenue increases in 2017-18, suggest that the tuition revenues are budgeted to be approximately $1.23 million more than what was approved in the 2017-18 budget.

This leaves a budget shortfall of $2.15 million.

Guiding the strategic operations of the University is the Academic Plan found at the following link: Looking Ahead – Academic Plan 2015-2020.

Budget Development Process

The University submitted its 2018-19 Budget Estimates to Manitoba Education and Training in September. The Provincial budget is typically announced in April. At that time, Brandon University is informed of the amount of its operating, renovations and equipment, major capital and other grants. We anticipate receiving the maximum allowable tuition fee increase from the Provincial Government in the month of January. We know that it will be the increase in the consumer price index for the Province of Manitoba for 2017 plus 5%. It is just the specific number that we will need to be told. 52 Staffing Plans were completed and approved in November. Consultations will be conducted over the winter. The Board Budget Committee and Board of Governors will be asked to approve the budget in May of 2018.

The detailed budget process is found on the Budget - Annual Process Schedule and Target Dates. All public budget documents will be posted to the 2018/19 Budget Year as they become available.

Budget Unit Submissions

Each budget unit is being requested to provide their 2018-19 budget submission by Friday, February 9, 2018. The information provided will serve to communicate the strategic directions of the budget unit and the resource implications of those planned directions.

Each budget submission should reflect; • The specific and strategic unit plans and impacts of those plans on the unit and the University as a whole over the next 1-3 years. • Trends and issues to consider in implementing those plans. • Notes to correct, adjust or clarify the line-by-line information included in the budget documents for the unit so that the budget reflects the planned expenditures of the unit and to ensure the document will allow for regular monitoring of the approved budget throughout the coming year. • Any budget adjustments required, including savings, requests for additional funding, reallocation of budget and new revenue sources anticipated for the coming 1-3 years. • Budget adjustment requests should; o Include a brief explanation of, rationale for, and consequences of each item. o Consider the impacts on overall enrolment.

The submissions are used to understand the needs and impacts of funding on the unit and University operations. It will aid in understanding unit priorities and encourage budget reallocations “at the margins” where funds may have greater impact.

Reference Budget Initial Assumptions

The reference budget drafted for the University and for each budget unit reflects the following assumptions. These assumptions may change as the budget is developed to reflect new information as it becomes available and the strategic directions of the University.

a) Funding, both regular and emergent, for approved positions is assumed to remain a central responsibility, which facilitates the reallocation of resources between units, due to salary savings and emergent position needs arising in different units.

b) Funding required to meet salary increases is included.

c) All baseline positions currently vacant are assumed to be filled in this draft budget. Staffing Plan decisions are not yet reflected in the baseline budget you will receive. The one position required to be left vacant in each faculty is already reflected in the base budget.

53 d) Consumable and Travel budgets have been adjusted for normal inflation. Library acquisitions have been increased by 5%.

e) Provincial grant and tuition fee increases for 2018-19, are set at 0% and 6.5% respectively.

f) Enrolment reflected in credit hours is assumed to increase by 3% in 2018-19.

Renovations & Equipment Budget

The Renovations & Equipment Budget is developed in parallel with the operating budget. Budget Unit Heads should submit a list of the renovations and equipment requirements for their units as follows:

a) The list should be a complete list of that unit's renovations and equipment requirements and, if possible, reflect a multi-year planning horizon.

b) The list must be prioritized within the budget unit and across departments.

c) Each item on the list should be clearly identified and briefly described along with its associated cost and a brief rationale for its inclusion. As a general rule, individual items should be at least $1,000 and, where possible, in increments of not more than $10,000, unless the requested item cannot in some way be portioned or phased.

Any renovations and equipment requests that should be considered as a University priority, as opposed to a budget unit priority, should be submitted with an appropriate description and rationale.

Please contact Allison Noto (ext 341) or me (ext 707) should you require any further information or clarification on the budget.

Scott J. B. Lamont, FCPA, FCGA, MBA Vice-President (Administration & Finance)

Encl.

54 To: Scott Lamont, Vice‐President (Administration and Finance) From: Kristen Fisher, Manager, Executive & Board Operations Date: February 15, 2018 Subject: Executive Office Budget Submission

Specific and Strategic Plans (2018 – 2021)

The Office of the President will continue to dedicate a significant portion of its budget to support initiatives with a broad institutional focus and that promote engagement both within the University and the broader community. This includes participation in and sponsorship of various community events such as the Chamber of Commerce Luncheons/Gala and the Royal Manitoba Winter Fair.

The following points represent initiatives that are expected to be supported by existing resources within the Office of the President budget. It should be noted that this list is not intended to be an exclusive list of initiatives to be undertaken but rather represents a broad summary of the types of activities conducted by the Office of the President.

- Over the course of 2017/18 (marked on either end by Homecoming), the University will celebrate its 50th anniversary as a university. To commemorate this significant milestone, the Office of the President is pursing the possibility of having a book published which will feature stories and accomplishments from 1967 to present day; - With an Academic Plan and a Campus Master Plan now in place, the next phase of the institutional planning process, that is the development of a Strategic Plan, will soon be underway. Planning activities may result in additional expenditures, particularly given that it will ultimately lead to the production of an institutional plan report/publication; - Guided by the Governance and Nominating Committee of the Board of Governors, a number of Board governance and development initiatives are expected to be undertaken, the first of which will be a retreat in Spring 2018 that will focus on trends in higher education; - The Office of the President has an interest in developing a more coordinated approach to employee recognition. The current Long Service Recognition program, which is an initiative of the Board of Governors, has a long‐standing history of recognizing retirees and long‐serving employees as they achieve incremental benchmarks; however, we would like to consider alternative and/or complementary programs that further enhance employee engagement and satisfaction.

Notes to Correct, Adjust or Clarify Line‐by‐Line Information

- Reallocate $2,000 from 5301‐318 to 5301‐311 to off‐set repairs & maintenance line which is under‐funded; - Reallocate $3,000 from 5301‐318 to 5301‐378 to support proper coding of expenses that are not necessarily deemed “Public Relations”.

55 Requests for Budget Adjustments

Within the 2018/19 fiscal year, Brandon University will welcome its next President and Vice‐Chancellor. Funds not currently in budget will continue to be required by Search Committee as they carry out their duties and, following the selection, will also be necessary to support an installation ceremony. The budget line that will support these activities is 5314‐334.

56 BRANDON UNIVERSITY ** EXECUTIVE OFFICES ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5301 5314 5315 2018/19 2019/20 2020/21 2017/18 PRES. Board of CHANCELLOR REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: OFFICES Governors BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 F.T. Support 467,595 0 0 467,595 512,105 518,858 463,677 451,818 476,408 556,690 005 O.T./Student Assistants/Casual 3,474 0 0 3,474 3,503 3,560 3,533 100 Benefits 72,545 0 0 72,545 103,122 104,484 65,877 67,125 64,932 75,538 099/199 Recoveries 0 0 0000 SUB-TOTAL: SALARIES & BENEFITS: 543,615 0 0 543,615 618,729 626,902 533,087 518,943 541,340 632,228 201/02/06 Travel/Moving/Recruitment 16,212 4,851 3,612 24,675 25,168 25,672 24,191 24,230 28,215 14,895 208 Designated Travel 2,661 0 0 2,661 2,714 2,769 2,609 4,058 3,814 19,718 204/05/10 Prof. Dev. Allowances 11,000 0 0 11,000 11,000 11,000 14,000 22,704 3,240 11,367 299Recoveries 0 0 0000 SUB-TOTAL: TRAVEL & MOVING: 29,873 4,851 3,612 38,336 38,883 39,440 40,800 50,992 35,269 45,980 301 Advertising 2,166 0 0 2,166 2,210 2,254 2,124 576 493 3,018 302 Special Allowances 9,408 0 0 9,408 9,597 9,789 9,224 6,479 8,491 15,521 304 Consumables 3,371 409 151 3,931 4,010 4,090 3,854 2,503 1,868 1,836 305 Photocopying - Printing 1,797 1,116 362 3,275 3,341 3,408 3,211 2,846 2,817 1,268 307 Membership Subscriptions 1,442 296 0 1,738 1,773 1,808 1,704 450 1,194 1,816 308 Postage 1,959 403 36 2,398 2,446 2,495 2,351 2,081 2,102 1,239 309 Telephone - Long Dist. 3,621 0 60 3,681 3,755 3,830 3,609 3,575 2,406 3,689 310 Telephone - Rental 1,449 0 0 1,449 1,478 1,508 1,421 1,365 1,193 1,682 311 Repairs & Maintenance 2,159 0 0 2,159 2,203 2,247 117 107 88 313 Publications (Annual Report) 5,495 5,202 0 10,697 10,911 11,129 10,487 10,000 314 Consulting Fees 0 0 0000 6,81495,304324 317 Special Functions 11,051 3,862 961 15,873 16,191 16,515 15,562 16,583 11,025 16,853 318 Promotion & Recruitment 65,000 0 0 65,000 66,299 67,625 68,725 10,488 53,255 35,190 335 Program Expenses - Community Relations 15,300 0 0 15,300 15,606 15,918 15,400 12,808 14,102 2,836 345 Staff Development 0 5,520 0 5,520 5,631 5,743 5,412 5,725 354 Fax Expenses 544 0 0 544 555 566 533 483 459 553 356 Service/Retirement/Recognition 0 7,240 0 7,240 7,385 7,532 7,098 7,800 7,353 334 Presidential Search/Farewell/Inaugeration 0 0 0 0 0 37,333 376 Faculty & Staff Affairs 9,336 0 0 9,336 9,523 9,713 9,153 3,773 1,473 10,501 378 Special Allocations 3,060 403 0 3,463 3,532 3,603 395 238 3,306 4,449 393 Equipment - furniture (under $1000) 0 0 0000 2,7111,8402,010 399 Recoveries -1,390 0 0 -1,390 -1,418 -1,446 -1,390 -342 -770 -508 799 Interfund Transfer 0 0 0000 10,000 ***Unallocated 0 0 0000 SUB-TOTAL: SUPPL & OTHER: 135,769 24,450 1,570 161,790 165,025 168,326 158,990 73,538 228,446 152,688 503 Transfers from BU Foundation 0 0 0000 5xxRevenues 0 0 0000 SUB-TOTAL:RECOVERIES0 0 00000000 901Equipment purchases 0 0 0000 7,709 SUB-TOTAL: RENOV & EQUIP: 0 0 000007,70900 ANNUAL BUDGET: 709,257 29,302 5,182 743,740 822,637 834,668 732,877 651,182 805,055 830 ,896

57 OFFICE OF VICE‐PRESIDENT (ACADEMIC AND PROVOST) BUDGET SUBMISSION FOR 2018‐19 (preliminary): AN OVERVIEW A. Operating Budget

1. For the most part, the current operating budget is sufficient for our internal operating needs (namely the VP (A&P office), and we are not requesting increases for most line items for 2018‐19. 2. NOTE: Some of these lines contain current sums that more properly belong in other lines. We will be providing a spread sheet with changes to these lines that are more appropriate. 3. The SPSS license (see note below**) has been included in our Office since the time when IT was a report to the VP (A&P). Since this has not been the case for many years now, we believe that this expenditure should be re‐allocated to IT. If not, we will require an increase to the line of approximately $13,500 to pay for the license.

The following are additional requests that conform fully with BU’s Academic Plan:

4. The Co‐op Coordinator has requested a software package that is important to her work (HourRep) that will require a $3,500 allocation. She has also requested an additional $3,500 for expenditures related to the recent growth and expansion in the office Costs associated with this expansion include networking events ($1500), a professional membership for the incumbent ($350) and a Game package (Bring Your A Game Curriculum) that costs $375. Travel and other expenses round up the request to $7,000 of new funding for that Office. 5. The Office of Institutional Data and Analysis didn’t participate in an external survey during the current fiscal year, as they’ve been doing in the past They are requesting that they be allowed to carry current unspent funds for surveys ($500) into the new year, so they participate in an external survey. Alternatively, they are requesting a $5000 allocation for 2018‐19. 6. The current allocation for Research development has been $21,159. Of these funds, more than half has been earmarked as additional professional Development for Academic Administrators and Deans. The remaining $10,000 is allocated to BURC (Brandon University Research Committee) for distribution to research. This fund is normally topped up by funds from the Foundation and the President’s Office to make up the monies available to BURC annually. The fund has not grown for a number of years and is becoming dangerously insufficient to assist researchers, both in terms of research grants and travel funds. We are requesting an increase of $20,000, funds to be available to the BURC for distribution. 7. It would be ideal if we had a fund to assist new researchers (normally new probationary appointments to BU) to serve as start funds. Other universities have large funds for this purpose. We have none currently. We are requesting a modest $10,000 start‐up fund to be used for worthwhile projects by new appointments. 8. My Office currently pays for travel expenses of the two AVPs (Research and Teaching and Learning respectively), as well as the Co‐Op coordinator (dealt with separately above) and the Sexualized Violence Coordinator, when they attend networking meetings in their capacity. No fund was made available when those offices were set up, so the VPA&P Office

58 has been carrying the burden. We are requesting an increase of $10,000 to assist the two AVPS in their travel. 9. Finally, an ever increasing number of faculty members are organizing professional conferences at BU. Even though we make every effort to help them obtain alternative funds, often these are insufficient or not available, and we end up having to turn them down because of lack of funds earmarked for that purpose, or, often late, making remaining funds from our Office available to them. We are recommending that a special fund for conferences be introduced for the purpose of subsidizing these internal conferences only (i.e. those held within the confines of BU). This will require an increase in the budget of $10,000. TOTAL ADDITIONAL OPERATING BUDGET REQUEST: $62,000

(**Please note: These particular figures need to be checked for accuracy. A revised budget proposal may ensue as a result).

Respectfully Submitted by

Dr. Meir Serfaty, Acting Vice-President (Academic & Provost)

February 8, 2018

59 BRANDON UNIVERSITY ** VP (ACADEMIC & PROVOST) ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5303 5304 5306 5307 2018/19 2019/20 2020/21 2017/18 VP A & P IDA CTLT CO-OP REF'NCE PROJ. PROJ. APPROVED 2016/17 2015-16 2014-15 EXPENDITURE: OFFICE OFFICE PROGRAM BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Academic Salaries 0 0 155,085 84,738 239,822 246,107 250,088 147,564 152,670 138,186 89,459 002 Sessionals 38,68500038,68538,68538,68538,685 003 F.T. Support 520,789 206,978 27,053 0 754,820 758,037 765,716 783,960 617,335 444,329 287,009 005O.T./Student Assistants/Casual 0000000 1,56626,073 100 Benefits 109,097 39,947 34,606 17,795 201,445 208,566 210,898 199,118 126,408 91,003 60,892 099/199 Recoveries -130,200000-130,200 -130,200 -130,200 -130,200 -130,200 -130,200 -118,250 SUB-TOTAL: SALARIES & BENEFITS: 538,371 246,925 216,743 102,533 1,104,572 1,121,194 1,135,187 1,039,127 766,213 544,884 345,183 201/02/06 Travel/Moving/Recruitment 22,744 1,020 510 0 24,274 24,759 25,255 23,798 34,566 42,893 15,687 204/05/10 Prof. Dev. Allowances 58,230 2,000 3,000 2,000 65,230 65,230 65,230 61,610 29,282 18,973 6,736 299Recoveries 0000000 SUB-TOTAL: TRAVEL & MOVING: 80,974 3,020 3,510 2,000 89,504 89,989 90,485 85,408 63,848 61,866 22,423 301Advertising 1,1600001,1601,1831,2071,1376,8917,9041,626 302 Special Allowances 0 3,980 0 0 3,980 4,060 4,141 5,000 5,427 304 Consumables 2,321 1,020 2,040 0 5,381 5,488 5,598 5,275 3,423 3,534 2,356 305 Photocopying - Printing 1,740 408 510 0 2,658 2,711 2,766 2,606 1,477 1,229 1,944 307 Membership Subscriptions 1,740 1,346 1,020 0 4,107 4,189 4,272 4,026 3,697 4,652 250 308 Postage 580 0 612 0 1,192 1,216 1,241 1,169 546 3,465 596 309 Telephone - Long Dist. 870 0 408 0 1,278 1,304 1,330 1,253 1,541 1,699 1,878 310 Telephone - Rental 1,740 649 0 0 2,389 2,437 2,485 2,342 2,728 2,432 1,958 311Repairs & Maintenance 5800005805926045692219466 314 Consulting Fees 0000000 73,90963,16213,792 317Special Functions 2,1610002,1612,2052,2492,1191116611,350 318Promotion & Recruitment 22,08400022,08422,52622,97621,6514,032 5,166 330 Food Purchases 0000000 1,916 532 345 Staff Development 0 510 0 0 510 520 531 500 611 354Fax Expenses 0000000 46 357/358 Software/Software Licensing 0 1,020 0 0 1,020 1,040 1,061 2,092 557 372Research Development/Research Dev. 21,15900021,15921,58222,014 20,744 41,605 23,086 25,908 378 Special Allocations (Senate Pgrm Reviews) 22,754 0 5,100 0 27,854 28,411 28,979 27,308 35,532 63,194 41,531 393 Equipment - furniture (under $1000) 0000000 2,9781,3171,455 399Recoveries -200000-200-204-208-200 -18,950 799 Interfund Transfer 0000000 -3,9141,358 ***Unallocated 0000000 SUB-TOTAL: SUPPL & OTHER: 78,690 8,933 9,690 0 97,313 99,259 101,244 95,499 184,624 183,435 76,738 503 Transfers from BU Foundation 0 0 0 0 0 5xx Revenues 0 0 0 0 0 -4,400 -6,759 -6,847 -6,627 SUB-TOTAL:RECOVERIES0000000-4,400-6,759-6,847-6,627 901 Equipment purchases 0 0 0 0 0 4,158 2,846 SUB-TOTAL: RENOV & EQUIP: 000000004,1582,8460 ANNUAL BUDGET: 698,035 258,878 229,943 104,533 1,291,389 1,310,443 1,326,916 1,215,634 1,012,084 786,184 437,717

60 2018 – 2019 BUDGET SUBMISSION OFFICE OF ADVANCEMENT & EXTERNAL RELATIONS Note: Marketing and Communications will be submitting a separate document

Brandon University is a growing university with high ambitions. BU strives for continual improvement as a student‐centred institution, developing academic excellence, innovative research, community engagement and a diverse, inclusive campus among its priorities. The academic mission and priorities of the University are formally reflected in the University’s Academic Plan.

The efforts of alumni relations focus on creating the environment, opportunity and motivation for alumni and students to engage in the life and success of the University. Engaged alumni are more likely to serve as proud ambassadors of the institution, volunteer and provide philanthropic support.

Philanthropy and fund development are critical to the institution. Gifts to the University have supported a number of different areas such as: student scholarships and bursaries; research and innovation; Indigenous student success; the purchase of new musical instruments and library resources; and helped to build the Healthy Living Centre. Development encompasses all aspects of fundraising, including prospect research, prospect identification, cultivation, solicitation and stewardship.

Our Mission:

 To advance the University by expanding awareness of, advocacy for, engagement in and giving to Brandon University.

Our Values:

 Promotes productive community and stakeholder relationships that support the institutional mission  Promotes a positive image of the University in all external contacts and activities  Promotes and advances the University’s brand and reputation  Advances the visibility of Brandon University within Brandon, Manitoba, Canada and internationally  Builds and maintains strong and collegial relationships with all other divisions and students at the University  Secures resources in support of identified priorities  Develops a campus environment that supports philanthropic activities  Supports institutional issues and risk management through effective communications

61 The role of the Office of Advancement is to plan, develop and manage a comprehensive program of alumni and philanthropic communication, involvement, service and support for Brandon University, in partnership with the Brandon University Alumni Association, the Brandon University Foundation, and the institution at large.

Advancement promotes engagement through communications and special events with all alumni, donors, prospects, stakeholders, and the community whereby they can learn about the university’s achievements, programs, needs and opportunities. With continuous growing institutional needs, it is imperative that we continue to seek out and grow partnerships and financial support between community organizations, businesses, foundations, governments, and alumni.

The department provides core programs and services for fundraising and friend‐raising such as: major gifts program; planned giving program; the Annual Fund appeal; major campaigns; donor recognition and stewardship programs such as, the Order of the Sheaf and Presidents’ Circle; the annual Homecoming Weekend; class reunions; alumni & donor events across Canada; alumni crested merchandise; affinity programs such as MBNA Mastercard and Industrial Alliance group insurance.

Budget Request Items

Advancement 5320 In order to expand our fundraising efforts, resources must be directly invested into relationship building with our current and potential donors. This includes ongoing, face‐to‐face meetings with businesses, foundations, alumni, donors and friends. It takes a number of visits to cultivate, solicit and steward donors.

Additional funding requested for:

1). Travel (201): $5,000 These funds would be used to cover expenses for the Director of Advancement and Alumni Affairs and Development Officers to visit current and prospective donors through face‐to‐face meetings.

2). Food (330): $5,000 These funds would be used to cover expenses associated with meetings and dinners with donors and prospective donors and attending key community functions to identify and connect with potential prospects.

62 Annual Fund 5321 The Annual Fund is a critical first step in building a fundraising relationship with alumni and friends. Most major gift donors start with an annual gift. Currently, we mail to approximately 40% of our alumni and send reminder letters to only 50% of those who received the original mailing, due to budget. Last year, with the addition of $5,000 in carry‐forward funds, we were able to reach more alumni, resulting in an overall giving increase of approximately $25,000.

Our goal is to mail to all of our approximately 15,000 alumni and donor, establishing new, first‐ time donors and increasing the level of giving of our existing donors. To do so, we require additional funding.

Additional funding requested for:

1). Printing (305): $7,000 These funds would be used to print additional materials, including letters, inserts and envelopes for the annual fund mailing.

2). Postage (308): $13,000 These funds would be used towards the additional postage costs for an expanded annual fund mailing.

Alumni Events 5324 Ongoing alumni engagement is key to building an active alumni base. With over 15,000 alumni around the world and a number of alumni chapters across Canada, it is important that we create opportunities to connect with them and for alumni to network with each other, thus building a sense of affinity and community with Brandon University. Our goal is to be able to host annual events in cities across Canada where we have alumni chapters or where we have a large number of alumni, such as Victoria, Vancouver, Calgary, Winnipeg, Toronto and Ottawa. Currently, we are able to host approximately three out‐of‐town events per year. Annual visits to each of these areas would assist in building affinity and life‐long alumni and donor relationships.

As well, as we grow our alumni chapters, we require funds to be able to support them in hosting events throughout the year in their respective areas. Currently there is no budget allocated specifically for alumni chapters. In the future, we would also like to expand our alumni events and chapters to include countries outside of Canada.

Additional funding requested for:

1). Travel (201): $7,500 These funds would be used to cover travel costs for the Director of Advancement and Alumni Affairs and Development Officers to attend alumni events.

63 2). Food (330): $7,500 These funds would be used to cover the food and venue costs for additional events.

Alumni Activities 5325 Last year, the department purchased Brandon University scarves for all new graduates with carry‐forward funds, which the Alumni Association handed out at Convocation. This was a one‐ time opportunity, although additional scarves were ordered to supply two years of graduates. These scarves are also given out during Homecoming Weekend to anniversary class year members. Scarves were purchased at a cost of approximately $13 each. We hope to carry on this new tradition of giving each new graduate a scarf once they’ve crossed the stage and received their degree. It is a great way to welcome them as a new member of the Alumni Association and send them off with a great reminder of their alma mater. In addition to this, the visibility of the scarves provides great advertising for Brandon University.

We request that the cost for Brandon University scarves be included in our future operating budget.

1). Advertising (301): $10,000 These funds would be used to purchase scarves for new graduates each year.

Budget needs for 2019‐2020 and 2020‐2021 will be dependent upon whether the University will be conducting a large‐scale fundraising campaign and the scope of the campaign. A campaign budget would need to be established accordingly.

Total additional budget requested: $55,000

Priorities and Objectives

The above requests support specific priorities and objectives of the Academic Plan and the Office of Advancement & External Relations Unit Strategic Plan.

Relationship to the Academic Plan:

Priority C: To conduct community engagement and university service activities v. Enhance the brand and reputation of the University to facilitate increased contributions to the prominence and vitality of the community and region as well as to our students and alumni. vi. Enhance alumni outreach to increase engagement and benefits to them from their continued involvement in the activities and initiatives of the University.

Relationship to the Office of Advancement & External Relations Unit Strategic Plan:

Priority 1: Giving Increase philanthropic support to the University in partnership with Dean’s Council, PAC, etc.

64 Priority 2: Engagement Broaden and deepen stakeholder engagement with the University, developing more meaningful relationships with BU’s faculty, staff, alumni, friends, donors and students.

Priority 3: Awareness Raise the profile and awareness of Brandon University’s brand and reputation.

Priority 4: Community Relations BU is recognized as an important asset, catalyst, and partner for economics and community growth within the southwestern Manitoba region. We serve as a liaison between the University and the larger community.

For more information, please see Growing Forward, Strategic Plan 2016‐2021 at https://www.brandonu.ca/advancement/files/2018/02/Advancement‐Strategic‐Plan‐2016‐21.pdf

Respectfully submitted by: Carla Eisler, Director of Advancement & Alumni Affairs Office of Advancement & External Relations

65 Brandon University ‘BU50’ Community Big Birthday Party at Homecoming Supplementary Budget Request

Executive Summary As Brandon University marks its 50 year since becoming an autonomous university, we are also facing an opportunity to reimagine our traditional Homecoming celebrations. We propose this one‐time anniversary as the best time to invest in creating new and expanded community traditions that can make our annual Homecoming an even more significant part of the Brandon and Brandon University calendars, while also advancing our general brand and reputation, developing and strengthening key relationships, and encouraging our already successful BU50‐related fundraising drives.

This total one‐time request of less than $62,250 will help us leverage tens of thousands of new dollars in community and attendee investment, new sponsor and donor dollars, and an incalculable amount of community and public goodwill.

BU50 Background Brandon University, with traditions that date to the late 1800s in Brandon and the nearby area, was officially chartered as an autonomous university of our own in 1967. The first class of Brandon University graduates received the first BU degrees at the 1968 Convocation, and will be returning to celebrate their 50th anniversary at Homecoming 2018.

Brandon University, through the BU50 initiative, has been celebrating this anniversary through the 2017–18 academic year, and this celebration will culminate at Homecoming. We have already benefitted through dramatically improved fundraising. The BU50 anniversary is well coordinated with Brandon University’s growing student population, growing research grants, the downtown initiative, and the new Campus Master Plan.

Homecoming Background Brandon University Homecoming has been the premiere Alumni event for Brandon College and Brandon University alumni for many years and has grown to its largest‐ever size in recent years. Last year’s Homecoming banquet and awards evening was essentially sold out.

However, traditional Homecoming events are organized by Class Year, and therefore largely attended by older alumni who attended school as a cohort together. New outreach efforts are required to begin reconnecting with younger alumni who may not have bonded with a cohort through Class Years, and instead connected with BU through specific programs, clubs, or activities. BU Athletics has successfully modelled this approach through sport‐specific reunions that do not focus on any particular year.

66 BU50 at Homecoming Opportunity Brandon University’s 50th anniversary and the yearlong BU50 initiative is the perfect opportunity to pivot traditional Homecoming celebrations towards new engagement with younger alumni and alumni of all ages who do not affiliate with their Class Year.

We will be hosting an expanded Homecoming this year, building on partnerships that we have developed in recent years that have begun expanding the alumni audience for Homecoming. Alongside the traditional Homecoming stream, we have partnered with Athletics to provide a sport‐ specific stream, with several faculties to provide education and entertainment options, with programs to celebrate milestone anniversaries of their own, with students to provide campus tours and campus animation, and with alumni‐driven efforts to recognize long‐serving faculty and donor efforts.

This year’s BU50 Homecoming 2018 is an opportunity to expand these efforts even further, to provide a community and younger‐alumni focused stream that will embrace and dovetail with these efforts, as well as adding significant new opportunities to attract people to Brandon University where they can participate in Homecoming and our related BU50 celebrations.

In general, we propose keeping the traditional Homecoming events intact for alumni who look forward to those each year. We also propose continuing to build our integration with Athletics and with faculty and programs to open up new opportunities for alumni connected to those specific areas.

This year, we also propose new investment that will create a Community Birthday Party on Saturday, with significant spillover to Friday and Sunday as well. We propose a giant birthday cake, two days of food truck tailgating around Bobcats games, an outdoor street concert, and full animation of the outdoor campus space, including pyrotechnics and an evening light show.

Not only will this bring significant community and public attention and engagement to this year’s Homecoming, it is a rare opportunity to reboot and reinvigorate subsequent Homecoming celebrations in a way that will attract and retain younger alumni, developing relationships that will pay dividends for decades to come.

We should take this opportunity.

67 Specific Requests, Budget Amounts, and Rationales

BU50 birthday cake A full slab cake provided by Harvest Hall provides 96 slices of 2”x2” cake at a cost of $80. We propose icing together five full slabs to create a giant BU50 birthday cake that would serve an estimated 500 people at the Homecoming kickoff on Friday night at the Bobcats games. Although the HLC has a wide variety of beverages, we propose also providing water, coffee and tea at approximately $1 per cup. Cutting the cake is expected to provide a great photo op. Cake500 for $500 Coffee/tea for 250$250 ‐‐‐‐‐‐‐ Total request $750

Cereal bar / Cartoon morning As Homecoming begins to attract more families with children, we must develop programming that includes and welcomes them. This is based on a similar morning developed at ULethbridge Homecoming last year. We propose showing nostalgia cartoons to keep parents and even current students engaged as well as the children. Anticipated costs are for multiple types of cereal, a selection of milk, flavoured milk, and nut milk, as well as for disposable/compostable bowls and spoons. Estimated request $500

Building map projection and animation With thousands of visitors to campus especially through Saturday afternoon and into Saturday evening, we propose paying special attention to creating a fun and engaging outdoor experience for the community. This special light show will illuminate selected campus buildings with digital paint, creating immersive motion that is new to Brandon. See this example from the University of Winnipeg: https://vimeo.com/107546223. Estimated request $5,000

Evening pyrotechnics What says birthday party if not candles? Along with the building projection and community concert, we propose a pyrotechnic element to add excitement and flare to the evening, as well as a significant “kickoff” and focal point to the night. This is also a selling feature that will attract people to the evening and to Homecoming. Estimated request $5,000

Community concert As a culmination to the Saturday and as a major highlight of the BU50 Homecoming, we propose a community concert to attract new people, to create an atmosphere of celebration, and to engage the community. Proposed locations include 20th Street, the Kavanaugh Courtyard, and the main front lawn. The proposed budget is based on recent BUSU experience with Crash the Courtyard and anticipates a total budget of approximately $70,000 (see attached budget). We request initial outlay to cover booking and related costs, as well as any shortfall. Estimated request u$35,000 p to

68 Food trucks / Tailgate party Leveraging our significant athletics component to the weekend as well as successful Homecoming celebrations at other post‐secondary institutions in Canada and the U.S., we propose a food‐focused “tailgate” atmosphere that would see multiple food trucks brought to campus for Friday and Saturday. Alternatively, Food Services could provide grill services. In addition to catering to the athletic events hosted throughout the weekend, the food trucks will also serve as a draw for the many other activities that will be hosted on campus on the Friday and Saturday (see attached schedule). Budget will include tent and tables, as well as fencing and handwash stations. Sanitation services, including portapotties, will be shared with the concert budget. Estimated request up to $5,000

Homecoming advertising and promotion To ensure the success of this newly expanded event, as well as to cement the BU50 birthday into public consciousness, we require significant resources into advertising and promotion. Total request $5,000

BU50 and Homecoming memorabilia We propose a mix of high‐volume, low‐cost giveaway items for general promotion with selected low‐ volume, higher‐cost items for targeted audiences like dignitaries, faculty and staff. These keepsakes will continue to provide good brand value for years to come. Total request $5,000

Homecoming photography and videography Current staff generally shoulder the responsibility of photography and videography at existing Homecoming celebrations. An expanded event will require those staff resources elsewhere, and we propose bringing in professional services to document and promote the ongoing event. Total request $1,000

Total one‐time requests for BU50 Homecoming 2018: $62,250

Respectfully submitted by

Carla Eisler Director, Advancement and Alumni Affairs

Grant Hamilton Director, Marketing and Communications

69 BRANDON UNIVERSITY ** ADVANCEMENT & EXTERNAL RELATIONS** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5320 5321 5323 5324 5325 5326 2018/19 2019/20 2020/21 2017/18 ADVANCEMENT ANNUAL HOME- ALUMNI ALUMNI PRESIDENT REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: FUND COMING EVENTS ACTIVITIES CLUB BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 F.T. Support 317,761 317,761 437,274 442,091 685,541 661,178 589,982 339,484 005 O.T./Student Assistants/Casual 2,037 2,037 2,054 2,087 2,031 824 1,715 1,312 100 Benefits 63,000 63,000 87,866 88,836 132,014 128,259 110,342 60,475 099/199 Recoveries 0 0 0 0 12 -320 SUB-TOTAL: SALARIES & BENEFITS: 382,798 0 0 0 0 0 382,798 527,194 533,014 819,586 790,273 701,719 401,271 201/02/06 Travel/Moving/Recruitment 541 0 0 1,548 0 355 2,444 2,493 2,543 5,926 7,941 26,021 4,406 204/05/10 Prof. Dev. Allowances 4,000 0 0 0 0 0 4,000 4,000 4,000 10,000 8,884 971 299Recoveries 0 0 0 0 0 0000 SUB-TOTAL: TRAVEL & MOVING: 4,541 0 0 1,548 0 355 6,444 6,493 6,543 15,926 7,941 34,905 5,377 301 Advertising 1,206 0 550 0 0 0 1,755 1,791 1,826 1,712 41,482 10,588 1,502 302Special Allowances 0 0 0 0 0 0000 2,776943272 304 Consumables 3,058 0 500 0 0 0 3,558 3,629 3,701 3,528 8,823 4,419 4,071 305 Photocopying - Printing 1,020 4,926 1,500 106 0 846 8,398 8,566 8,737 30,260 30,634 27,740 27,039 306 Films - Film Rental/Photography 0 0 500 0 0 0 500 510 520 903 307 Membership Subscriptions 4,766 0 0 0 0 0 4,766 4,862 4,959 2,673 6,447 4,440 5,211 308 Postage 374 7,474 1,700 541 482 604 11,175 11,399 11,627 22,737 38,769 35,237 34,796 309 Telephone - Long Dist. 1,632 0 0 0 0 0 1,632 1,665 1,698 3,200 3,941 3,450 2,487 310 Telephone - Rental 1,697 0 0 0 0 0 1,697 1,731 1,766 3,329 2,953 2,318 2,094 311 Repairs & Maintenance 603 0 0 0 0 0 603 615 627 1,182 722 244 302 313Publications/Legacy PG News 0 0 0 0 0 0000415 314Consulting Fees 0 0 0 0 0 0000 5,7212,20476,827 317 Special Functions 510 281 2,100 3,116 0 3,855 9,861 10,059 10,260 9,549 2,230 4,441 9,155 330 Food Purchases 255 0 11,884 4,520 714 0 17,373 17,720 18,074 8,582 19,131 24,591 16,908 345 Staff Development 3,756 0 0 0 0 0 3,756 3,831 3,907 7,367 5,337 406 354 Fax Expenses 604 0 0 0 0 0 604 616 628 592 479 505 551 357/358 Software Licensing/Support 15,810 0 0 0 0 0 15,810 16,126 16,449 10,406 26,824 10,438 9,901 378 Special Allocations 0 0 400 0 0 0 400 408 416 237 4,949 2,891 393 Equipment purchases (under $1000) 0 0 0 0 0 0000 75853,219 399Recoveries 0 0 0 0 0 0000 799 Interfund Transfer 0 0 -5,000 0 0 0 -5,000 -5,100 -5,202 -5,000 -5,000 ***Unallocated 0 0 0 0 0 0000 SUB-TOTAL: SUPPL & OTHER: 35,291 12,680 14,134 8,282 1,196 5,304 76,888 78,425 79,994 106,435 186,927 190,063 194,413 503 Transfers from BU Foundation -446,096 0 0 -5,000 0 -451,096 -451,096 -451,096 -434,002 -480,230 -460,071 -376,068 510 Special Events 0 0 -9,500 0 0 -9,500 -9,500 -9,500 -4,500 -8,209 -7,191 -10,738 SUB-TOTAL:RECOVERIES -446,096 0 -9,500 0 -5,000 0 -460,596 -460,596 -460,596 -438,502 -488,439 -467,262 -386,806 901Equipment purchases 0 0 0 0 0000 15,934 SUB-TOTAL: RENOV & EQUIP: 0 0 0 0 0 0000 015,934 0 0 ANNUAL BUDGET: -23,466 12,680 4,634 9,831 -3,804 5,659 5,534 151,516 158,954 503,445 512,636 459,425 214,255

70 Brandon University Marketing and Communications

2018–19 Budget Requests & Rationale

Submitted: February 9, 2018

Brandon University is a growing university with high ambitions, celebrating traditions that date to the late 19th century as well as 50 years since our chartering as an autonomous university.

As a vital cornerstone of education and leadership in Brandon and western Manitoba, BU acts as a catalyst for growth and innovation in the region.

BU relies on effective and consistent Marketing and Communications to maintain and further develop community relationships, to continue strengthening our standing as the university of choice for students in the region, and also to enhance our reputation provincially, nationally and internationally as a destination for excellence in post‐secondary education.

71 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Marketing and Communications supports Brandon University’s mission

Marketing and Communications includes traditional marketing, communications, promotions, and public relations, as well as the BU website and community and public engagement. Marketing and Communications supports the University’s mission as well as its brand and reputation.

Our Marketing and Communications Mission:  To advance the University by expanding awareness of, advocacy for, engagement in and giving to Brandon University.

Our Marketing and Communications Values:  Promotes productive community and stakeholder relationships that support the institutional mission  Promotes a positive image of the University in all external contacts and activities  Promotes and advances the University’s brand and reputation  Advances the visibility of Brandon University within Brandon, Manitoba, Canada and internationally  Builds and maintains strong and collegial relationships with all other divisions and students at the University  Secures resources in support of identified priorities  Supports institutional issues and risk management through effective communications

72 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Marketing and Communications advances Brandon University

Marketing and Communications enhances and protects BU’s institutional reputation, advances and strengthens the university’s brand, encourages community engagement and reinforces the university’s relevance in the lives of key target audiences, including current and prospective students, alumni, donors, friends, faculty and staff.

Through Marketing and Communications, the web management team ensures that a well‐ designed, well‐ordered and accessible website portrays Brandon University in a progressive, professional manner. The Brandon University website is the front line for serving multiple audiences, including students, faculty, staff, the public and media. It is often the first impression that prospective students or potential new hires receive of our campus community. Through proper web governance and website maintenance, web staff work with faculties and administration to ensure timely, transparent and accurate information is readily available online.

Marketing and Communications is of special importance during this year’s BU50 celebrations.

Our Marketing and Communications Core Responsibilities:

Marketing and Communications: Brand & Reputation Management:  Branding/Visual Identity Standards  Issues management  Media relations  Crisis communication  Internal communications  Stakeholder management  Social media  Risk management  Marketing

Website Management: Community Relations:  Institutional web content  Inter‐institutional relations  Web governance  Local Government relations  Online accessibility  Town/Gown relations  Events and news management  Site development & maintenance

73 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Marketing and Communications requires significant new investment

Brandon University’s Marketing and Communications team is dramatically under‐resourced, and requires a significant and immediate infusion of budget to properly fulfil its mandate. That mandate is to advance the University by expanding awareness of, advocacy for, engagement in and giving to Brandon University, especially during BU50 celebrations.

Work done by Marketing and Communications directly supports the 3 Rs of post‐secondary education — Recruitment, Research and Rankings. Our efforts help bring in additional students, additional government funding, and advance our brand and reputation locally, provincially, nationally and internationally.

As a key support unit to advance the Academic Plan, the Campus Master Plan and the downtown development, as well as ongoing community engagement initiatives, it is a responsibility of Marketing and Communications to help garner support and champion successes. Whether the verb chosen for each priority is “to support” or “to distinguish” or “to promote,” the essence of each relies on communicating our goals, publicizing our successes, and marketing based on our achievements.

However, Brandon University’s marketing and communications is meagrely resourced, and we are seriously outspent by other institutions, including and especially in the local market. There is no ability to promote Brandon University provincially or in Winnipeg, let alone at the national or international level that comparable institutions are able to muster.

Following the departure and vacancy of the Associate Vice‐President (External), the marketing and communications team has embraced direct support of senior administration as well as new responsibilities for public engagement, leaving less time and fewer resources for basic communications needs, including media releases, posters and advertising, graphic design and photography, social media, and campus and community engagement.

In particular, graphic design and photography needs have increased. Both are critical to promoting a professional and positive image of Brandon University, but are time‐consuming to produce and expensive to outsource. While members of the marketing and communications team are able to accommodate some needs, they are constantly triaging and many good stories currently go untold. In the absence of new staff, additional budget is immediately required to bring Brandon University’s marketing and communications output to a bare minimum level for an institution of our size and prestige.

Budget requests are detailed below. They are listed in approximate order of priority and will allow Marketing and Communications to expand our efforts to advance Brandon University’s brand and reputation in the local market and to new markets. The requested additional budget would still be considered a bare‐bones approach and would still be significantly less than comparable institutions allocate.

74 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Marketing and Communications 2018–19 Budget Requests & Rationale

Brandon University’s Marketing and Communications plays a critically important role in brand management, in attracting research dollars, philanthropic giving and other investment, and in ensuring that Brandon University remains a university of choice with strong and growing student enrolment.

Investment in Marketing and Communications pays dividends through increased investment, a growing student population, and enhanced reputation. The following significant new resources are required to fulfil its mission at a level comparable to other institutions, including locally.

Please note: The previous Institutional Advancement & Communications budget has been split between Advancement (including Alumni) and Marketing and Communications (including the Alumni News magazine, now called CLARK). As part of the split, budgets were reallocated line‐ by‐line and the 2018–19 reference budget now accurately reflects the current budget, before consideration of these new requests.

External Relations 5327 Additional ongoing investment is requested for:

1. Advertising (301): +$50,000  This new funding is aimed at building BU’s brand and reputation on a provincial and national scale. The current level of advertising budget is $35,000 — an amount that is a fraction of comparable institutions, and not even enough to sustain adequate local advertising, let alone a special push for BU50. This new funding would bring our annual advertising budget to $85,000 — still significantly below other local and comparable institutions, but would allow us to fund highly visible and valuable efforts to promote and support Brandon University, including print, radio, billboard and online advertising. This budget line also supports our use of professional graphic design services, required to maintain Brandon University’s image and reputation in the absence of new graphic design staff.  Alignment:  This directly supports Priority C (v) in our Academic Plan: “Enhance the brand and reputation of the University.”  This indirectly supports many other priorities in our Academic Plan, and Campus Master Plan, too numerous to mention.  This is a core responsibility that directly supports all of the priorities in our Unit Strategic Plan  Priority: High

75 BU Marketing and Communications 2018–19 Budget Requests & Rationale

2. Photography and videography (306): + $10,000  Brandon University continues to rely on haphazard and dated photography. There is a need for significant and ongoing photography assets to capture students, faculty, research, events, architecture and landscape. This would fund ongoing photography to help raise and modernize the university’s profile.  Brandon University’s previous videography efforts have been done on‐the‐fly and on‐the‐cheap and have netted phenomenal results. They continue to be used in recruitment advertising, on the HLC screen and online, however require updating to remain relevant.  Alignment:  This directly supports Priority C (v) in our Academic Plan: “Enhance the brand and reputation of the University.”  This indirectly supports many other priorities in our Academic Plan, and Campus Master Plan, too numerous to mention.  This directly supports an Awareness Priority in our Unit Strategic Plan: “Identify and refine key messages and visuals to be used across all mediums.”  Priority: High

3. Software licensing (357/358): + $10,000  Current Brandon University media monitoring and contact management is done manually in Outlook and Excel. This is inefficient and well behind industry norms. Better media monitoring can provide value to assess marketing and communications results, as well as online reputation and emotional tracking. Contact management permits proper pitching of media members and influencers. There are multiple competing vendors that provide this service, allowing us to negotiate an excellent price.  Alignment:  This directly supports Priority C (v) in our Academic Plan: “Enhance the brand and reputation of the University.”  This indirectly supports a Value in our Unit Strategic Plan: “Advances the visibility of Brandon University.”  This indirectly supports a Value in our Unit Strategic Plan: “Supports institutional issues and risk management through effective communications.”  Priority: Medium

Total New External Relations Requests: + $70,000

76 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Alumni News 5322 Additional ongoing investment is requested for:

1. Photocopying‐Printing (305):+$5,000 2. Postage (308): +$5,000  The rebrand of Alumni News as CLARK has received rave reviews. We have already reallocated some budget to support additional freelance writing and photography, however, additional budget will allow us to expand the page count and keep the premium, weighty feel that is in keeping with our institutional image. CLARK provides opportunities to develop alumni and donor relationships.  Alignment:  This directly supports Priority C (vi) in our Academic Plan: “Enhance alumni outreach to increase engagement and benefits to them from their continued involvement in the activities and initiatives of the University.”  This directly supports Priority D (iv) in our Academic Plan: “Establish outreach initiatives to facilitate the University’s reflection of its values of diversity and inclusion in teaching and learning; research, scholarly, and creative activities; and community engagement.”  This directly supports an Awareness Priority in our Unit Strategic Plan: “increase the University’s profile, including ranking in Maclean’s and other relevant venues.”  Priority: Medium

Total New Alumni News Budget Requests: + $10,000

77 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Marketing and Communications 2018–19 Budget Requests Summary

Brandon University’s Marketing and Communications unit, which includes community engagement and website management, requires these new resource investments to properly fulfil its mandate of promoting BU, protecting and enhancing its reputation, and advancing the university’s mission.

Total Renovations and Equipment Request: + $70,000

Total New Budget Requests External Relations: +$70,000 Alumni News: +$10,000

Total 2018–2019 Budget Request: + $150,000

Respectfully submitted by

______

Grant Hamilton Director, Marketing and Communications

78 BRANDON UNIVERSITY **MARKETING & COMMUNICATIONS** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 Please note, historical information when 5327 5322 2018/19 2019/20 2020/21 2017/18 combined with Advancement at this time. EXTERNAL ALUMNI REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: RELATIONS NEWS BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL AC TUAL 003 F.T. Support 294,765 294,765 304,994 312,928 685,541 661,178 589,982 339,484 005 O.T./Student Assistants/Casual 0 2,031 824 1,715 1,312 100 Benefits 58,069 58,069 60,999 62,586 132,014 128,259 110,342 60,475 099/199 Recoveries 0 0 0 12 -320 SUB-TOTAL: SALARIES & BENEFITS: 352,833 0 352,833 365,993 375,513 819,586 790,273 701,719 401,271 201/02/06 Travel/Moving/Recruitment 541 0 541 551 562 5,926 7,941 26,021 4,406 204/05/10 Prof. Dev. Allowances 4,000 0 4,000 4,000 4,000 10,000 8,884 971 299Recoveries 0 0000 SUB-TOTAL: TRAVEL & MOVING: 4,541 0 4,541 4,551 4,562 15,926 7,941 34,905 5,377 301 Advertising 35,700 0 35,700 36,414 37,142 1,712 41,482 10,588 1,502 302 Special Allowances 5,100 -200 4,900 4,998 5,098 2,776 943 272 304Consumables 0 00003,5288,8234,4194,071 305 Photocopying - Printing 186 22,472 22,657 23,110 23,573 30,260 30,634 27,740 27,039 306 Films - Film Rental/Photography 608 1,530 2,138 2,181 2,224 903 307 Membership Subscriptions 423 0 423 432 440 2,673 6,447 4,440 5,211 308 Postage 0 19,729 19,729 20,123 20,526 22,737 38,769 35,237 34,796 309 Telephone - Long Dist. 1,632 0 1,632 1,665 1,698 3,200 3,941 3,450 2,487 310 Telephone - Rental 1,698 0 1,698 1,732 1,767 3,329 2,953 2,318 2,094 311 Repairs & Maintenance 603 0 603 615 627 1,182 722 244 302 313Publications/Legacy PG News 0 0000415 314 Consulting Fees 0 1,530 1,530 1,561 1,592 5,721 2,204 76,827 317 Special Functions 510 0 510 520 531 9,549 2,230 4,441 9,155 330 Food Purchases 255 0 255 260 265 8,582 19,131 24,591 16,908 345 Staff Development 3,678 0 3,678 3,752 3,827 7,367 5,337 406 354Fax Expenses 0 0000592479505551 357/358 Software Licensing/Support 12,240 0 12,240 12,485 12,734 10,406 26,824 10,438 9,901 378Special Allocations 0 0000 2374,9492,891 393 Equipment purchases (under $1000) 0 0000 75853,219 399Recoveries 0 0000 799 Interfund Transfer 0 0000 -5,000-5,000 ***Unallocated 0 0000 SUB-TOTAL: SUPPL & OTHER: 62,633 45,060 107,693 109,847 112,044 106,435 186,927 190,063 194,413 503 Transfers from BU Foundation 0 0000-434,002 -480,230 -460,071 -376,068 510Special Events 0 0000-4,500-8,209-7,191-10,738 SUB-TOTAL:RECOVERIES 0 0000-438,502 -488,439 -467,262 -386,806 901Equipment purchases 0 0000 15,934 SUB-TOTAL: RENOV & EQUIP: 0 0000 015,934 0 0 ANNUAL BUDGET: 420,007 45,060 465,067 480,392 492,120 503,445 512,636 459,425 214,255

79 John E. Robbins Library and S.J. McKee Archives Budget Submission February 9, 2018

Introduction

This year’s budget submission supports the ongoing development of the John E. Robbins Library and S.J. McKee Archives, referred to in this document as the Library. The budget requests resources to enable the Library to fulfill the objectives of Brandon University’s Academic Plan as well as the Library’s own strategic plan. It should be noted that Brandon University’s academic plan (Priority F, No. 5) highlights the Library’s role in supporting the teaching, learning, and research missions of Brandon University.

1. Strategic Objectives

The Library's strategic objectives are:

 Enable intuitive discovery and delivery of information, regardless of format, with leading technologies and systems of classification;  Teach students how to find, use and critically evaluate information in traditional, digital and emerging media;  Collect, preserve and promote collections that support the university curriculum, enrich research, and inspire inquiry;  Collect, preserve and promote Archival collections of regional, provincial and national significance, with an emphasis on the official record of Brandon University;  Embed Indigenous traditions and knowledge in collections, services and programs;  Partner with faculty to support and promote research, scholarship and publication;  Provide inviting, inclusive and accessible physical and virtual environments for scholarship, creativity, inquiry and community.

Each of these objectives support several University strategic goals:

 Support excellence in student experience and academic success;  Provide continued support for access to scholarly information as well as the tools, services and expertise needed to leverage information in all its forms;  Support open access archives to disseminate Brandon University’s research/artistic activities across the wider community;  Create and develop a positive, safe space…to promote and support diversity and inclusiveness;  Establish institutional supports and mechanisms that further prioritize and advance academic programming, teaching, and learning [including] the academic service areas

2. Trends

Currently there are four key trends influencing the development of academic libraries:

 Collection analysis. Libraries have been traditionally thought of as book repositories, but with the ongoing shift from print to electronic publications, the focus for librarians has shifted from acquiring and managing storehouses of print materials to curating "living' collections of electronic resources, in many media formats. As a result comprehensive collection analysis is

80 emerging as becoming a central activity. This analysis ensures that collections are meeting the requirements of both the curriculum and research activities. Systematic collection analysis also enables libraries to develop specialized or distinct collections of research interest (e.g. Indigenous Curriculum Collection, Pool Elevator archives). A continuously curated collection also enables libraries to engage with local, regional or national consortia for both cost‐sharing and preservation initiatives.

 Student experience. Research shows that the student experience outside of the classroom can play a critical role in determining success. While libraries have always been attentive to student needs, in the past support was somewhat arms‐length, with libraries providing seating, circulation, one‐off library classes/tours and walk‐up reference services. Today the trend is for libraries to reinvent themselves as STUDIO space rather than STUDY space where students can engage with their learning individually or in groups, and experiment in makerspaces, multimedia studios and more. One‐on‐one library appointments, writing assistance, tutors and wellness supports all contribute to a library that is actively involved in the learning process. An example of this type of environment is the highly successful Long Night Against Procrastination, held twice a year at the BU library.

 Research data management. Libraries are increasingly devoting resources to supporting faculty and researchers in research data management/scholarly communications activities. Libraries are taking the lead in setting up and managing repository services (storage, preservation, access) for research data produced in all disciplines. In addition, libraries develop policies, and procedures, provide training for repository users and stay current with national and international trends, which can include being up to date with copyright law.

 Indigenous Knowledge. In the Canadian and Manitoban context, the Indigenization of the academy must also take place in the Library. Library spaces must be welcoming to Indigenous students and the larger Indigenous community, while services and collections must reflect Indigenous knowledge and ways of knowing. In its current state the BU Library reflects the 19th century colonial principles by which all North American libraries were established, so that the work of finding balance through reconciliation will challenge the very structures of the Library itself.

3. Line item adjustments.

The following line item adjustments are requested:

 Change name of 5001‐029 from Data Royalties to Electronic Resources. Reason: data royalties is not a recognized term for any library resources or operations.

 remove 5002‐301 Advertising. Reason: commercial advertising is handled through the BU Communications office.

 move $5000.00 from 5002‐305 (Photocopying‐Printing) to 5001‐029 (Electronic Resources). Reason: a more accurate reflection of budget activity.

81  move $4100.00 from 5002‐306 (Films – Film Rental) to 5001‐029 (Electronic Resources), and remove Films – Film Rental. Reason: a more accurate reflection of budget activity

 move $1200.00 from 5002‐310 (Telephone – Rental) to 5002‐358 (Software Licensing/Support). Reason: a more accurate reflection of budget activity.

 move $4000.00 from 5002‐351 (Cataloguing) to 5002‐358 (Software Licensing/Support). Reason: a more accurate reflection of budget activity.

 move $2781.00 from 5002‐354 (Fax Expenses) to 5002‐326 (Service Contracts). Reason: to cover the ongoing cost of the storage locker rental.

 adjust 5002‐590 (Photocopy Revenue) from ‐$10,000.00 to ‐$2,500.00. Reason: photocopy revenue has been declining for many years, as library users have switched to downloading materials rather than printing them out. $10,000.00 in revenue is not achievable.

4. Additional budget requests.

2019/20 to 2021/22 Cost Increase the Library’s total Acquisitions budget by 8% $120,000.00 per year est. (Total Acquisitions budget includes: 5001, electronic resources 029, software & licenses 357/58)

LNAP staffing support $2000.00 per year

Institutional repository annual membership $25,000.00 per year est.

Public furniture $20,000.00 per year

Accessible lift desks $6,000.00 est.

5. University‐level projects.

 Retrofit freight elevator to make it accessible. Per AMA requirements.  Move Large Ensemble Library collection. Joint School of Music/Library project.

82 BRANDON UNIVERSITY ** LIBRARY & RELATED SERVICES ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 (1) (2) (3) (4) (5) (3+4) 5002 5099 5006 2018/19 2019/20 2020/21 2017/18 CARRY TOTAL TOTAL REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: DIR FRWRD LIBRARY ARCHIVES BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 Full-Time Support 575,829 0 575,829 0 575,829 595,093 601,611 566,007 559,689 535,914 548,023 004/005 P.T./Student Assistants/Casual 120,731 0 120,731 0 120,731 123,153 124,632 118,315 101,205 79,831 84,411 006/007 Professional F.T./P.T. 598,970 0 598,970 74,307 673,277 688,178 703,377 639,989 573,258 556,390 624,777 100 Benefits 244,855 0 244,855 15,233 260,088 281,285 285,924 256,013 242,681 220,125 227,465 099/199 Recoveries 0 0 0 0 0 0 -36 SUB-TOTAL: SALARIES & BENEFITS: 1,540,386 0 1,540,386 89,540 1,629,926 1,687,709 1,715,544 1,580,324 1,476,833 1,392,260 1,484,640 201/02/06 Travel/Moving/Recruitment 5,131 0 5,131 0 5,131 5,233 5,338 5,030 6,962 13,768 8,961 204/05/10 Prof. Dev. Allowances 9,840 0 9,840 2,000 11,840 11,840 11,840 11,840 10,021 10,918 3,449 299 Recoveries 0 0 0 0 0 0 0 SUB-TOTAL: TRAVEL & MOVING: 14,971 0 14,971 2,000 16,971 17,073 17,178 16,870 16,983 24,686 12,410 5001 Library Books & Periodicals 661,705 0 661,705 0 661,705 694,790 729,529 630,195 521,483 586,103 535,665 5001029 Electronic Resources 336,983 0 336,983 0 336,983 353,832 371,524 311,836 329,544 238,812 246,173 301 xxAdvertising 0 0 0 0 0 0 0 2,239 302 Special Allowances 0 0 0 0 0 0 0 480 1,428 304 Consumables 12,880 0 12,880 2,923 15,803 16,119 16,441 15,493 11,707 14,417 8,291 305 Photocopying - Printing 7,939 0 7,939 119 8,058 8,219 8,384 12,900 5,366 5,024 6,277 306 Films - Film Rental 0 0 0 0 0 0 0 4,100 307 Membership Subscriptions 7,042 0 7,042 119 7,161 7,305 7,451 7,021 5,600 7,671 6,928 308 Postage 1,632 0 1,632 60 1,692 1,726 1,761 1,659 1,843 1,506 1,678 309 Telephone - Long Dist. 664 0 664 604 1,268 1,293 1,319 1,243 49 908 1,224 310 Telephone - Rental 6,621 0 6,621 482 7,103 7,245 7,390 8,164 6,767 6,767 6,767 311 Repairs & Maintenance 3,705 0 3,705 180 3,884 3,962 4,041 3,808 1,834 3,336 3,577 314 Consulting/Professional Fees 0 0 0 0 0 0 0 7,420 325 Security Services 2,165 0 2,165 0 2,165 2,209 2,253 2,123 2,855 3,439 7,361 326 Service Contracts 2,776 0 2,776 0 2,776 2,832 2,889 317 Special Functions 1,206 0 1,206 0 1,206 1,230 1,254 1,182 842 345 Staff Development 2,172 0 2,172 0 2,172 2,215 2,259 2,129 5,311 1,316 1,315 351 Cataloguing 5,518 0 5,518 0 5,518 5,629 5,741 9,410 3,600 14,716 10,523 352 Binding & Repair 5,428 0 5,428 0 5,428 5,537 5,648 5,322 4,304 2,417 4,170 354 Fax Expenses 0 0 0 60 60 61 63 2,781 787 924 357/358 Software/Software Licensing 45,488 0 45,488 0 45,488 46,398 47,326 39,396 59,169 46,257 36,470 360 Inter Library Loans 4,868 0 4,868 0 4,868 4,966 5,065 4,773 3,741 2,557 3,674 378 Special Allocations 0 0 0 0 0 0 0 2,277 382/384 Overages/Shortages/Bad Debt 0 0 0 0 0 0 0 1,645 1,018 393 Equipment - furntiure (under $1000) 0 0 0 0 0 0 0 10,572 5,024 15,763 396 Special Recoveries 0 0 0 0 0 0 399 Recoveries -510 0 -510 0 -510 -520 -531 -510 -32 799 Interfund Transfer 813 4,540 *** Unallocated 0 0 0 0 0 0 0 SUB-TOTAL: SUPPLIES & OTHER EXPS: 1,108,281 0 1,108,281 4,548 1,112,830 1,165,047 1,219,806 1,063,025 977,493 957,702 899,057 503 Transfers from BU Foundation 0 0 0 0 0 0 0 -6,763 -5,892 505/507 Rentals/Library Fines -4,805 0 -4,805 0 -4,805 -4,805 -4,805 -4,805 -10,163 -8,212 -9,337 510 Revenues 0 0 0 0 0 0 0 -3,628 -7,041 -6,011 590 Photocopier Revenues/Other Revenues -10,000 0 -10,000 0 -10,000 -10,000 -10,000 -10,000 -4,264 -1,750 -2,104 SUB-TOTAL: REVENUES -14,805 0 -14,805 0 -14,805 -14,805 -14,805 -14,805 -24,818 -22,895 -17,452 901 Equipment purchases 0 0 0 0 0 0 0 50,000 4,849 80,209 4,627 SUB-TOTAL: RENOV & EQUIP EXPS: 0 0 0 0 0 0 0 50,000 4,849 80,209 4,627 TOTAL BUDGET: 2,648,833 0 2,648,833 96,088 2,744,921 2,855,024 2,937,724 2,695,414 2,451,340 2,431,962 2,383,282 83 Information Technology Services Budget Submission For the 2018-2019 Operating Budget

IT Technology is pervasive and a critical component in supporting University Academic plan’s in teaching, learning, research, and administrative systems and functions. IT also provisions a number of services to support departments, students, faculty and staff. Structural changes and renewals are required as the systems are outdated and unreliable. This coming year begins a substantial transformation of how IT operates and IT’s footprint on campus while improving reliability in its systems.

Brandon University’s IT department has been able to demonstrate saving through collaboration and partnerships. Over the last few years, IT has been successful by adopting a “cloud first” strategy where externally hosted solutions are explored first. Significant savings have been realized over the past number of year in software licensing, security initiatives, communications and system services through collaboration and partnerships with other universities, colleges, specialized working groups, research area networks and government. Recent application and hardware deployments using cloud services (or simply stated as using hardware and software hosted in other geographical regions) have been successful. Even though these are small steps, the work to date proves the strategy of converging systems is plausible and the benefits of partnering with other universities in establishing robust reliable systems supporting multiple institutions eliminate the duplication of services and reduce cost.

Strategies in moving forward:  Create reliable and redundant systems by moving all servers maintained by IT to a private cloud (systems hosted by MERLIN).  Realign staffing to fill staffing requirements needed for network and system security.  Improve cyber security incident and event management that leverage existing systems while reducing cost.  Renew the network with next generation security that will improve reliability and allow the University to renew its phone systems with state of the art communication tools hosted on or off campus. This new network shall be stealth to outsiders and permit redundancy and reliability for devices to connect and less expensive to operate.  Replace Wi-Fi on campus with state of the art system that permits secure connectivity, allows for the granting of secure visitor access and reliable eduroam experience throughout the campus. The system shall also eliminate the need for users to change the password on their device after password changes on our system. And for those new to campus, users would be able register their devices in advance of coming on campus meaning their devices would properly authenticate and connect to the Wi-Fi as soon as they step on campus.

84  Sunset (shutdown and remove) systems that are not bringing value to the campus.  Create a redundant network link to Winnipeg to prevent any downtimes to our critical systems.  Upgrade endpoint protection (desktop and server antivirus / malware protection) that monitors and prevents malicious execution of software that cannot be detected by traditional antivirus tools.  Deploy office 365 functionality already available to student to faculty and staff  Identify and investigate ERP systems that align with the needs of the University and preferably are hosted in a cloud environment.

Budget Priorities

Using savings realized by the machine room move and eliminating the need for a vendor based monitoring system, IT Services has developed a plan that realigns its budget allocations to meet the identified strategic initiatives. Therefore there is no savings nor any additional budget requests.

1) Security SIEM replacement The purpose of a security information and event management (SIEM) systems is to notify and cause a response to investigate any traffic that is deemed a possible security risk. The current SIEM system is OneStone. The system monitors traffic in and out of Brandon University as well as a few critical systems at BU. BU’s existing security hardware systems is also a SIEM and monitors the same traffic plus more internal equipment than OneStone is able to without increasing costs. Since implementing OneStone in the fall of 2013, BU has been notified and required to follow up on a number of security items. However, today with the advancement of security systems implemented at BU, IT is reacting to incidents from its own SIEM well in advance of the OneStone notification system. This has been happening for well over a year. For the couple incidents that OneStone did identify as a potential risk that our own SIEM did not, the potential risk was minimal (and in one case non- existent) to BU. The recommendation is to drop OneStone, a reduction of $67K per year.

2) Cloud Data Centre Partnership Moving the datacentre to Winnipeg by April 1, 2018 can be done within the existing budget. The move also means the BU is gaining relability, equipment renewal, and server redundancy, This will result in a signafant saving in renewing and upgrading servers and saving in the costs associated with disaster recovery. The annual fee for hosting BU is currently set at $100 per faculty/staff FTE or approximately $45,000 per year. (Taxes not included)

3) Redundant internet link to Winnipeg BU currently has a single link to Winnipeg for the high speed research network and internet. The outages, even when planned are very disruptive. BU needs a redundant

85 link to prevent any disruptions to web based applications such as web registration, Moodle, email, system security and our web sites in general. A preliminary cost for a redundant link is approximately $33,900 per year.

4) Security endpoint protection updates Traditional security solutions are being bypassed by advanced threats that are introduced by links and documents in emails and malicious websites. A recent security penetration test (pen test) proved how easy it is for bad actors to get in to a system and escalate priviledges to be malicious and get at sensitive systems and data. IT plans to implement systems that approach threat detection by bad behaviour rather than traditional file detection of static files. Some vendors offer $1M insurance against ransomware for free as proof of their product. The price of the new software requires an additional $8500 per year.

5) Security Awareness Training The biggest security threat to any automated system is its users. IT would like to introduce a vendor based security awareness training initiative for its end users. Costs for these systems are charged by the number of users who accounts are provisioned by the University. By using the training tools provided by Lynda.com, Brandon University IT can avoid duplicating services and avoid costs that would be part of yet another vendor supplied solution.

6) Network Renewal Funded by the Telephone system. Brandon University’s network is old and end of life and thus cannot support a new phone system In preparing for a new network, strategic items are being included in the network replacement to include next generation security models, addresses PCI compliancy issues, threats from internet of things, supports the new wireless devices and creates network redundancy.

7) Degree Audit Software There has been no progress with the implementation of this software. It is recommended no more funds be directed to this project. It is likely this functionality would be included when a new ERP or replacement SIS is identified. A saving of $13,000 per year.

8) Wireless renewal Funded by saving in the Technology renewal budget.

9) O365 Functionality Included in the existing Office licenses.

86 Budget items past 2018-2019:

 Microsoft is changing its licensing model. Brandon University is not expected to have to change its licensing from the existing campus agreement to the new licensing model in this coming year. However, Microsoft is looking to implement the change soon after. Other Canadian Universities that are renegotiating contracts this year are experiencing significant increased to renew their licenses. Brandon University will have to monitor these changes and its affect on the consortia model that exists between Microsoft and the post secondary institutions in Manitoba.

 Should an ERP not be in the near horizon, and the requirement to continue using the Oracle database system used for our legacy home grown system still exists, BU will be faced with an extensive upgrade to keep using Oracle. The cost will require a minimum initial upgrade investment of approximately $300,000 with annual costs of approximately $80,000. IT Services is trying to mitigate this cost by moving its databases from Oracle to SQL Server, a viable and less costly alternative. Doing so does not add value and arguably is a waste time of resources. Time would be better spent moving to a new ERP solution for the campus.

Respectfully submitted,

Al Dunthorne Director, IT Services

87 INFORMATION TECHNOLOGY SERVICES REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5012 5013 5014 2018/19 2019/20 2020/21 2017/18 INFO TECH TECH PHONE CO CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: SERV RPLC. FWRD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 F.T. Support 874,435 - - 0 874,435 895,698 898,573 853,005 823,325 863,717 883,862 004/005 P.T./Student Assistants/Casual 23,170 - - 0 23,170 23,361 23,741 23,101 19,300 14,759 21,796 099 Recoveries 0 - - 0 0 0 0 -202 -197 100 Benefits 181,316 - - 0 181,316 183,812 184,463 178,726 166,077 174,287 170,362 SUB-TOTAL: SALARIES & BENEFITS: 1,078,921 0 0 0 1,078,921 1,102,872 1,106,777 1,054,832 1,008,702 1,052,561 1,075,823 201/02/06 Travel/Moving/Recruitment 7,863 0 0 0 7,863 8,020 8,181 7,709 9,234 7,607 8,710 204/05/10 Prof. Dev. Allowances 2000 0 0 0 2,000 2,000 2,000 2,000 1,081 202 104 299 Recoveries 0 0 0 0 0 0 0 SUB-TOTAL: TRAVEL & MOVING: 9,863 0 0 0 9,863 10,020 10,181 9,709 10,315 7,809 8,814 301 Advertising 241 0 0 0 241 246 250 236 1,838 5,120 1,869 302 Special Allowances 0 0 0 0 0 0 0 3,314 303 Computer Utilization 23,016 0 0 0 23,016 23,477 23,946 22,565 30,851 17,763 17,877 304 Consumables 7,221 0 0 0 7,221 7,365 7,512 7,079 4,249 1,621 2,003 305 Photocopying - Printing 119 0 0 0 119 122 124 117 803 449 307 Membership Subscriptions 1,931 0 0 0 1,931 1,969 2,009 1,893 2,947 2,715 2,705 308 Postage 99 0 0 0 99 101 103 97 37 61 110 309 Telephone - Long Dist. 604 0 0 0 604 616 628 592 2,994 3,552 3,028 310 Telephone - Rental 7,564 0 0 0 7,564 7,716 7,870 7,416 5,422 6,057 6,057 311 Repairs & Maintenance 34,742 0 30,000 0 64,742 66,037 67,358 64,061 64,266 98,744 64,341 314 Consultant 67,038 0 0 0 67,038 68,379 69,747 65,724 57,026 63,855 70,135 328 Provision for Replacement 0 0 42,000 0 42,000 42,840 43,697 42,000 65,515 80,497 56,155 342/343 Trunk Charges/Change in Service 0 0 41,000 0 41,000 41,820 42,656 41,000 39,857 40,134 55,555 345 Staff Development 8,606 0 0 0 8,606 8,778 8,953 8,437 2,481 7,951 7,440 354 Fax Expenses 0 0 0 0 0 0 0 2 4 357/358 Software/software licensing 162,523 50,000 30,000 0 242,523 247,373 252,321 239,630 142,771 171,642 179,489 361 Recoverable Purchases 0 0 0 0 0 0 0 19,121 11,662 21,500 393 Equipment - furniture (under $1000) 0 145,000 6,000 0 151,000 154,020 157,100 151,000 106,991 63,091 81,323 396 Special Recoveries (CMB/Phone Rentals) -12,000 0 -149,000 0 -161,000 -164,220 -167,504 -161,000 -192,002 -180,563 -203,574 399 Recoveries -7,140 0 0 0 -7,140 -7,283 -7,428 -7,140 -20,252 799 Interfund Transfer 0 0 0 0 0 0 0 -165 *** Unallocated 0 0 0 0 0 0 0 SUB-TOTAL: SUPPLIES & OTHER EXPS: 294,564 195,000 0 0 489,564 499,355 509,342 483,707 357,678 394,542 346,214 5xx Revenues (20,000) - - - (20,000) -20,000 -20,000 -20,000 -20,179 -20,729 -661 515 Inter-dept. transfers (150,000) 150,000 - - - 549 Technology Fee - (359,000) - - (359,000) -359,000 -359,000 -359,000 -380,825 -356,712 -338,692 SUB-TOTAL: REVENUES -170,000 -209,000 0 0 -379,000 -379,000 -379,000 -379,000 -401,004 -377,441 -339,353 901 Equipment purchases 0 0 0 0 0 0 0 52,024 42,198 58,183 SUB-TOTAL: RENOV & EQUIP: 0 0 0 0 0 0 0 0 52,024 42,198 58,183 ANNUAL BUDGET: 1,213,348 -14,000 0 0 1,199,348 1,233,247 1,247,300 1,169,248 1,027,715 1,119,669 1,149,681

88 f�BRANDON '(I)' UNIVERSITY

Memo February 9, 2018

To: Mr. Scott Lamont, V-P Administration and Finance From: Dr. Demetres Tryphonopoulos, Dean of Arts and Graduate Studie --- � CC: Subject: Arts Budget Submissions 2018-19

Faculty of Arts: Proposed StaffingPlan, 2018-2019 This brief narrative is designed to accomplish four things: first, outline the fewinstances where the proposed StaffingPlan and the current, developing situation(s) in the Faculty of Arts may differ; second, referto the Faculty'sgreat success over the past three years in increasing its enrolments substantially; third, speak of the renaissance within the Faculty of Arts over the past three years in research activity, scholarship, and creative work; fourth,mention a number of initiatives forthe offeringof joint programs with ACC; and fifth,suggest ways and planning underway that may enhance the Faculty's programming and smooth operation and organizational coherence. The Faculty's requests for renovations and equipment appear in Appendix A. The Arts Staffing/BudgetPlan as presented in an attachmentto a January 11, 2018 Memorandum to Budget Unit Heads fromScott J.B. Lamont, Vice-President (Administration and Finance) on behalf of the Board Budget Committeeis quite accurate, though a fewnew circumstances have eventuated since then. All in all, currently the Faculty has fifty-five (55) line positions. This number includes one line position occupied by Dr. William Ashton, Director of RDI; another position in Native Studies (which has remained VACANT forthe past four academic years); and a third position in Philosophy occupied by Dr. Derek Brown, who is on a three-year LOA (beginning April 30, 2017). This number does not include one line position in Clinical Specialization (formerlyoccupied by Prof. Carla Navid); two positions in Business Administration ( occupied by Prof. David Taylor and Prof. Michael Malazdrewicz respectively), which are fundedby a combination of endowment and central funding; and the position of the current Deanof the Faculty. My understanding is that the line position in Clinical Specialization has been eliminated and, therefore, has not been included in the 2018-19 Budget Plan. I would also point out that the two term positions in Business Administration mentioned above must be converted to regular line positions in the near future-forreasons explained below. There are plans for only one tenure-track position to be added to the Faculty's compliment once a Political Science Department search is concluded and a new member is appointed for an August 1, 2018 start. This position is designed to replace Dr. Meir Serfaty,who was to retire on 1 January 2018, though he continues to serve this University as Acting V-P Academic and Provost. Two other positions (in Philosophy and Bus. Admin.) forwhich Searches

89 � BRANDON '(i)' UNIVERSITY

are ongoing are designed to replace Dr. Derek Brown in Philosophy (two-year term) and Prof. A. Levi in Business Administration ( one-year term). Regarding this second, one-year term position, adjustments to the Faculty's sessional budget reflectingthe removal of six (6) sessional positions in Business Administration have been included in the 2018-2019 Budget already approved by the Board. Finally, Dr. Laurelyn Whitt's (Native Studies) decision to retire on August 31, 2018 raises the possibility for a much-needed tenure-track replacement in Native Studies with a starting date of September 1, 2018. At the time of composing this narrative, there is no other information about any additional retirements or, forthat matter, about any resignations, though I would suggest that one of each are likely to materialize during each of the followingthree academic years (2018-2021). In summary, there seems to be very little change with regards to the number of line positions that the Faculty will require--with the exception of a need in Business Administration forat least two new positions were current enrolment trends to continue--of which, once again, more later. Indeed, like earlier Faculty of Arts Staffingexercises andBudgets, this one, too, reflectsan effortto live within the means of regular Faculty of Arts Budget exercises while also anticipating futureones.

Faculty of Arts Enrolments, 2014-2018 The Faculty of Arts continues to enjoy remarkable growth and to be taking positive strideswhen it comes to, first, student enrolments--with an increase of 5.6% in 2015-16; 9.1% in 2016-17; and 10.0% in 2017-18--foran overall, cumulative increase of close to 30% over three years. These increases aresignificantly higher in the Business Administration Department, which over the past three years has seen a cumulative increase of nearly 60%. Flocking to this department are both domestic but also international students. As already mentioned twice above, the department will need more instructional support in the coming years.I would recommend that serious consideration be given to converting the two term positions in the department funded by foundationand central operations moneys into regulartenure-track positions as well as the addition of two more positions--one in Human Recourses and Entrepreneurship and the other in Finance, though this should be subject to the Department's deliberations. Were the current trend of substantial increases in enrollments in the Department in the order of 15% per year to continue forthe next fiveyears, the Faculty and the University must plan, I would argue, for an eventuality of creating a Faculty of Business Administration andEconomics comprising of a Deanand ten professors.As well, over the same period, the University should plan to collaborate with ACC and bring to Brandon an MBA program-whether free standing or to be run forthe firstfive years by another established University Program located in the immediate region. To returnto this celebration of the Faculty's remarkable growth, I would argue--as passionately and vociferouslyas I am allowed in such a document-that this is a time for providing strong support to both Arts Faculty members and students so that this growth and these successes may be continued. Because we do a better job with recruiting andretention these days (and Student Services should also be praised here) and because the Faculty of Arts offers education and academic training that students and employers value, I project that we'll grow by another 5-10% in each of the next three years. Were this to happen, we would need to address

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issues of facultycomplements (especially, as already repeated and emphasized above, in Business Administration), space, and class size in firstyear courses. The Faculty's growth presents certain challenges. I welcome and am gratefulfor the Senior Administration's decision this year ( and in such a difficultfinancial climate) to find the fundsnecessary forhelping the Faculty of Arts by approving one tenure-track position along with two term positions and a great number of sessional positions. I must also mention here that, were the increases in enrollments experienced during the past three academic years to continue, the need forsessional positions shall increase.

Faculty of Arts Research Activity, Scholarship, and Creative work Over the past three years, research activity, scholarship, and creative work have been simply unprecedented. The Faculty has attracted considerable fundingfrom SSHRC but also other fundingbodies. And a plethora of books. ( more than 10 over the past two academic years), scholarly, peer-reviewed articles, presentations at international,national, and regional conferences, creative output in the visual arts and creative writing, and many other scholarly activities make it obvious (and must be sources of pride and cause forcelebration) that a large number of Faculty of Arts members continue to represent Brandon University at the regional, national and internationalstages competently and successfully. The recently published Maclean's annual survey supports the claims made in the above paragraph: In the primarily undergraduate category, Brandon University has done exceptionally 1h well and improved spectacularlyin two categories: it was ranked J nationally forwinning SSHRC grants and 6th forcitations of scholarly work in the Humanities and Social Sciences. In having realized these significant achievements, we have responded well in terms of the Faculty's principle goals forthe past three years which can be articulatedas an effortto (i) work on recruiting and retention; (ii) fosteropportunities forexcellent teaching; and (iii) improve the Faculty's reputation and standing by mentoring facultymembers (especially early career professors), and thus promoting and supporting a culture of research, scholarship, andcreative work. Last year the Faculty of Arts held a celebration of Faculty of Arts Research and published a booklet that details members' achievements. This booklet is available through the Faculty office and website. A similar celebration of Faculty of Arts Research is currently being organized forsome time in March 2018. Members of the University community but also of the wider Brandon Community and the Provincial governmentwill be invited to attend. Finally, I propose that Research at BU must be supported beyond the cherished BURC program. I have been recommending that the kind of effortand financialcommitment that has been dedicated to the Campus Plan and the Downtown initiative be affordedto a Capital Campaign designed to raise $50,000,000.00 in order to modernizethe University's registration system, provide funding fora Science Centre, enhance Scholarship forundergraduate students­ but also set aside a considerable amount that can be used to fundresearch at both the Faculty and Graduate Students level.

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Programming Difficulties and Initiatives Obviously, the Faculty of Arts continues to experience challenges as well. Of these, I'll mention three such challenges but also go on to describe a number of new initiatives as well. First,. within Native Studies, the Clinical Specialization program continues to shed students to the point that the time has come to cease admitting new students. This is very unfortunate given the factthat this program should have been a big draw forboth students and continued (and even new) government funding.This situation is exacerbated by the factthat there are also problems with the remaining fiveline positions in Native Studies: the CRC has now resigned her position (whose focuswas Indigenous law and health); one position remains vacant and is likely to remain vacant forthe near future; two positions are held by full­ professors, one of whom will be retiring on August 31, 2018. There is only one member, an assistant professorwho is also the chair, who teaches 15 credit hours and also shoulders all the­ very extensive-advising and consultation with Indigenous students and department members. Terminating admission of new students in the Clinical Specialization program and hiring a tenure track Indigenous person to replace the retiring Dr. Whitt would be the firststeps in claiming some control over Native Studies and beginning to plan forthe future. Second, followinga number of abortive attempts, we missed the chance to introduce a Metis Studies program/department-which eventually ended up at the U of Winnipeg ($600,000.00 per year for IO years). We do have a dedicated group within the Faculty that is willing to continue to work towardestablishing such a program at BU, though this may no longer be easy to accomplish.And third and followinga long and arduous, two-year effort,the Joint ACC/BU Business School program came to naught. I am convinced that there is a silver lining in what appears as intransigence or shortsightedness. At the same time, our failureto establish one program does not mean that we do not continue to enjoy good relations with ACC and to be working on a number of other initiatives. In fact,there is one such agreement that recently has been agreed and has received Provincial approval-and there are also two other such agreements we areworking on. The already approved joint 3 + I program is that in Public History, the firstof its kind in Western Canada. Students enrolled in this program will take three years of general history and public history courses at BU and will attend ACC fora year during which they will gain practical experience by taking advantage of the college's media arts programs (film, television, website, and video game design). A second, 3 + I program on which we are currently working involves collaboration between BU's Sociology Department and ACC's Social Work program. And a third 3 + I program also under development involves BU Crime and Community Stream and ACC's Police Studies. These collaborations should be viewed in the context of the recent MOU signed by the City of Brandon, ACC and BU, whose focusis the fosteringamong the three partners of "collaboration on research and innovation in areas of mutual benefit."

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Faculty programming, operation and organizationalcoherence A vexing and long-standing challenge in the Faculty ofArts has to do with the existence of several three-person departments. These departments tend to have smaller enrolments and few majors. Faculty in these departments also facem ore course preparation (they teach many differentc ourses that must be cycled and may not always be within the primary area of individual members' research interests) and higher levels of administrative and service work. These departments also encounter difficultiesi n coping with sabbaticals/LOAs and/or when one oftheir members serves in an administrative post or union position or is given teaching release for the purposes ofconducting research. At the best oftimes, it is difficultfor such departments to continue to offerfour-year BA or honours BA degrees in addition to their three-yeardegrees. To ensure that smaller departments continue to offerm ajors and honours programs, the Faculty ofA rts needs to begin functioning as a coherent unit rather than as several autonomous sections/parts/departments. Upcoming discussions in the Faculty shall emphasize and sharpen this point; consequently (a nd depending on the outcomes ofthese discussions), future budgets should reflect and address such developments.

93 BRANDON UNIVERSITY ** FACULTY OF ARTS ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 4001 4002 4003 4004 4005 4006 4007 4008 4009 4010 4011 G&W's EXPENDITURE: DEAN DRAMA ECON ENGL HIST LANG STUDIES PHIL POL SCI RELIG SOC 001 Acad./I.A. 126,122 138,775 370,305 724,783 787,657 308,381 51,816 313,839 322,736 383,624 666,965 002 Sessionals 482,681 0 000000000 003 F.T. Support 163,474 0 000000000 004 P.T. Support 0 0 000000000 005O.T./Student Assistants/Casual 50,7080000000000 100 Benefits 120,156 21,649 61,100 125,387 129,963 55,817 9,223 55,863 52,929 65,600 114,718 099/199 Recoveries 0 0 000000000 SUB-TOTAL: SALARIES & BENEFITS: 943,140 160,424 431,405 850,170 917,620 364,198 61,040 369,702 375,664 449,224 781,683 201/02 Travel/Moving 31,055 0 000000000 204/05/10 Prof. Dev. Allowances 2,000 2,000 6,000 12,000 12,000 6,000 0 4,000 6,000 6,000 12,000 SUB-TOTAL: TRAVEL & MOVING: 33,055 2,000 6,000 12,000 12,000 6,000 0 4,000 6,000 6,000 12,000 301Advertising 1,3880000000000 302Special Allowances 180000000001190 304 Consumables 1,699 482 604 1,743 845 603 2,541 552 778 1,299 724 305 Photocopying - Printing 700 241 1,086 2,051 1,811 1,691 362 2,774 423 783 2,536 307Membership Subscriptions 1,5580000000000 308 Postage 566 217 119 362 220 241 0 119 302 119 362 309 Telephone - Long Dist. 482 93 75 241 119 146 0 482 180 119 232 310Telephone - Rental 22,3750000000000 311Repairs & Maintenance 5430000000000 312Other Rentals 2,0170000000000 314Consulting/Professional Fees 00000000000 317Special Functions 00000000000 328 Provision for Replacement 0 0 000000000 345Staff Development 00000000000 354Fax Expenses 7830000000000 357/358 Software Licensing/Support 1,237 0 000000000 378Special Allocations (scholarships) 2,2090000000000 393 Furniture <$1000 6,130 0 000000000 399Recoveries 00000000000 474Student Recruitment 00000000000 799 Interfund Transfer ***Unallocated 00000000000 SUB-TOTAL: SUPPLIES & OTHER EXPS: 41,867 1,033 1,885 4,397 2,995 2,681 2,903 3,928 1,683 2,441 3,854 503BUF Donations 00000000000 509Revenues 00000000000 SUB-TOTAL: REVENUES: 00000000000 9xx Equipment Purchases/Renovations 0 SUB-TOTAL: RENOV & EQUIP 0 0 000000000 TOTAL BUDGET: 1,018,062 163,457 439,290 866,568 932,615 372,879 63,943 377,630 383,347 457,665 797,536

94 4013 4014 4015 4016 4017 4018 4019 4099 2018/19 2019/20 2020/21 2017/18 NATIVE STUDIES BUS VISUAL Archeology RURAL CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 NS CLN SPEC ADMIN ARTS ANTHRO Field School DEV. FORWARD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 461,897 105,075 343,047 493,135 315,166 0 368,956 0 6,282,279 6,536,226 6,856,452 6,023,182 5,848,702 5,795,777 5,855,511 000006,20500488,886 488,886 488,886 476,962 510,247 443,807 437,833 00000000163,474 167,561 167,561 160,270 157,300 155,794 150,771 00000000 000 0 0 0 18,488 0 664 0 0 69,860 70,436 71,581 69,652 50,587 58,834 70,219 72,980 17,653 72,383 89,534 55,154 618 64,936 0 1,185,664 1,452,622 1,516,896 1,176,633 1,123,420 1,091,259 1,017,756 00000000 000 -11,870-12,838-11,410 534,877 122,727 415,429 601,157 370,320 7,488 433,892 0 8,190,163 8,715,732 9,101,376 7,906,699 7,678,386 7,532,633 7,520,680 06,8760001,4190039,35040,13740,93938,57856,33466,31948,308 6,000 2,000 6,000 10,000 6,000 0 6,000 0 104,000 104,000 104,000 106,000 107,467 95,704 97,639 6,000 8,876 6,000 10,000 6,000 1,419 6,000 0 143,350 144,137 144,939 144,578 163,801 162,023 145,947 01,2540000002,6422,6952,7492,5907,0766,2253,998 0 2,113 0 9,551 0 362 1,206 0 13,531 13,802 14,078 13,266 19,029 27,765 17,020 1,089 1,034 1,628 23,504 725 1,811 2,416 0 44,078 44,960 45,859 43,214 34,381 35,794 33,343 1,043 1,755 1,448 2,113 604 0 1,570 0 22,993 23,453 23,922 22,542 20,376 22,585 22,403 000000001,5581,5891,6201,5273,1502,2952,326 482 362 119 482 241 0 119 0 4,435 4,524 4,614 4,348 1,752 2,665 1,854 362 900 119 277 482 0 241 0 4,551 4,642 4,735 4,462 686 1,180 1,145 0000000022,37522,82223,27921,93623,83223,39423,591 0 0 0 4,464 0 0 0 0 5,006 5,106 5,208 4,908 9,821 10,140 10,881 000000002,0172,0572,0981,9772,4932,9372,474 00000000 000 20,191 00000000 000 3,428846 00000000 000 5,000 00000000 000 525 156850000001,0241,0451,0651,004442461422 000000001,2371,2621,2871,2131,976517152 04990000002,7082,7622,8182,655909-2,363 000000006,1306,2536,3786,01016,07616,31711,458 00000000 000 -18,285-15,749-15,429 00000000 000 5264,150 0 13,276 2,769 4,386 00000000 000 3,133 8,002 3,315 40,392 2,052 2,173 5,552 0 134,285 136,971 139,710 135,609 160,316 149,825 117,661 0 0 0 0 0 0 0 0 0 0 -8,729 -11,380 -39,651 0 0 -8,796 0 0 0 0 -8,796 -8,796 -8,796 -8,796 -19,780 -25,103 -27,058 0 0 0 -8,796 0 0 0 0 -8,796 -8,796 -8,796 -8,796 -28,509 -36,483 -66,709 20,000 0 20,000 20,000 20,000 20,000 8,201 35,049 6,800 0 0 0 20,000 0 0 0 0 20,000 20,000 20,000 20,000 8,201 35,049 6,800 544,011 139,605 424,744 662,753 378,373 11,079 445,444 0 8,479,002 9,008,043 9,397,230 8,198,090 7,982,195 7,843,047 7,724,379

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Memo February 9, 2018

To: Mr. Scott Lamont, V-P, Administrative and Finance _, From: Dr. Demetres Tryphonopoulos, Dean of Arts and Graduate Studies � CC: Subject: Graduate Studies Budget Submission 2018-19

2018-2019 Budget Year for the Faculty of Graduate Studies, Brandon University

Introduction A recent budget decision by senior administration to fund a secretarial position to be shared by the Officeof the V-P Academic and Provost as well as the Faculty of Graduate Studies is a positive response, a good firststep, to addressing the fundingand staffingneeds of Graduate Studies at Brandon University (BU). To say that it is evident that the Faculty of Graduate Studies at BU has not enjoyed a sustainable financialmodel would be falsesince there is no such model in place whatsoever. The absence of a financialmodel posseses a significant challenge to the academic excellence, reputation, and future of Graduate Studies at BU. The new academic plan will present us with a chanceto renew our commitment to collegial reflectionregarding "what we do" and "how we do it" in order to allow Graduate Studies to continue growing at BU-something, of course, that has happened over the past three academic years and has happened in an impressive fashion. In other words, we must consider how academic and operational activities and each academic program contributeto the university's academic mission and the Faculty of Graduate Studies' sustainability. Now is the time to consider how the Faculty of Graduate Studies fits within an overall strategic plan for BU. I do recognize that we are operating in a very difficultfinancial environment. Nonetheless, the Faculty of Graduate Studies, with approximately 250 students in 2014-2015 and approximately 400 in 2017-2018 has grown substantially and today comprises the second largest population of Graduate Students in the Province of Manitoba. Were the right changes to be made--(i) in the operation of this Faculty; (ii) its feestructure; (iii) the introduction of new programs in areas of strength; (iv) the right investments to be made in scholarships, bursaries and other graduate student support; and (v) the closer coordination and administration of the five programs in existence-the Faculty of Graduate Studies could continue to be the vehicle of renewal and growth forBU that it is today.

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Proposed Budget for 2018-2019 This brief budget includes a the following five ideas which are necessary for putting the Faculty of Graduate Studies "on the map" and ensuring that BU retains some of its brightest students and also continues to attract students from across the country and beyond: 1. The creation of a part-time position of Associate V-P (Research) and Dean, Faculty of Graduate Studies $40,000.00 (?) 2. An Administrative, full-time Director's position to support the Associate V-P (Research) and Dean, Faculty of Graduate Studies $60,000.00 3. An office located in one of the Faculties equipped with required computer, printer, paper supplies and so on: $10,000.00 4. A Travel Fund for Graduate Students: $5,000.00 5. Funding for one BU official to attend regional and national School of Graduate Studies meetings $5,000.00 6. Graduate Recruitment (for improvements to the web site but also attending national graduate studies student fairs): $10,000.00 7. Five Scholarships/Assistantships for each of BU's five graduate programs, to be won through a competition conducted in February of each year (25 x $10,000.00) $250,000.00

TOTAL: $380,000.00

This "budget" also calls for the creation of a university-wide committee to be tasked with examining current graduate students' tuition fees in order to recommend to Senate and the Board reasonable increases to both domestic and international tuition fees. A sample proposal for restructuring graduate student fees that is based on a model drastically different from the current one is provided in Appendix A. Arguably, were this or a comparable structure to be implemented, the money should be directed toward implementing the above six "measures" for enhancing Graduate Studies at BU: If this were to be done, the Faculty of Graduate Studies would be on its way to offering more programming and better graduate education.

Major Recommendation: Capital Campaign As done periodically, the major recommendation proposed here is the funding of a position for a fundraiser who will be tasked with working with the university community and the wider alumni, municipal, provincial, and national (and international) communities in preparation for a major capital campaign. Working with these communities, the Fund raiser would identify, nominate, and "appoint" a chairperson of the capital campaign-someone with both deep roots in BU and deep pockets, who might be expected to contribute between $10,000.000 and $20,000.00, with an overall target of $50,000,00-60,000.00. Were this campaign to be successful, between $10,000,000.00 and $15,000,000.00 should be set aside to fund Graduate Studies by establishing funding scholarships and assistantships for all thesis-based graduate students.

97 From: William Ashton Sent: Sunday, January 28, 2018 12:03 PM To: Rosalie Kolstad Cc: Eileen Silvius ; Allison Noto Subject: Re: 2018‐19 Budget Submission ‐ Rural Development Institute

Please consider this email response to our budget submission for the 2018-19 fiscal year.

We are pleased to see that the Academic and Student Assistant salaries are renewed, as well as Professional Development funds for Wayne Kelly, Project Coordinator for the SSHRC RPLC and his PD fund is included for upcoming years. The budget for supplies and other expenses continue to be minimum and we are appreciative they are included.

We will be submitting, when requested, for future consideration a Renovation and Equipment Submission for the capital expenditure of new flooring at RDI, in conjunction with the Physical Plant’s contribution to this renovation.

Bill Ashton, MCIP, PhD Director, Rural Development Institute Brandon University 270‐18 Street, Brandon, Manitoba, Canada R7A 6A9 Chair, Community Futures Westman (204) 571‐8513 [email protected] Http://www.brandonu.ca/RDI

98 BRANDON UNIVERSITY ** RURAL DEVELOPMENT INSTITUTE ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 4801 4899 2018/19 2019/20 2020/21 2017/18 RURAL CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: DEV. FWD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Academic 138,012 0 138,012 141,708 145,477 131,103 148,572 142,646 003 F.T. Support 0 0000 004/005 P.T./Student Assistants/Casual 1,012 0 1,012 1,020 1,037 15,458 15,520 15,443 15,166 100 Benefits 23,217 0 23,217 28,546 29,303 24,329 26,415 25,484 875 099/199 Recoveries 0 0000 -294-5,982 SUB-TOTAL: SALARIES & BENEFITS: 162,241 0 162,241 171,273 175,817 170,890 190,507 183,279 10,059 201/02/06 Travel/Moving/Recruitment 2,069 0 2,069 2,110 2,152 2,028 2,662 3,695 204/05/10 Prof. Dev. Allowances 4,000 0 4,000 4,000 4,000 2,000 688 6,46 5 SUB-TOTAL: TRAVEL & MOVING: 6,069 0 6,069 6,110 6,152 4,028 3,350 10,160 0 304 Consumables 1,675 0 1,675 1,708 1,743 1,642 711 445 415 305 Photocopying - Printing 324 0 324 331 337 318 2,046 1,606 1,123 307Membership Subscriptions 00000 86 308Postage 00000 56437 309 Telephone - Long Dist. 9 0 9 9 10 9 1,277 1,937 2,747 310 Telephone - Rental 960 0 960 979 999 941 2,626 3,047 3,047 311Repairs & Maintenance 00000 313Publications 00000 314 Consulting Fees 17,126 0 17,126 17,468 17,818 379 345Staff Development 00000 354Fax Expenses 00000 -27 358 Software Licensing/Support 0 0000 55 378Special Allocations 00000 45019136 393 Equipment - Furniture (Under $1000) 0 0000 772 397 Overheads (2361) 0 0000 399Recoveries 00000 -3,880-4,310-3,029 799 Interfund Transfer 0 0000 10,56920,35118,540 ***Unallocated 00000 SUB-TOTAL: SUPPLIES & OTHER EXPS: 20,094 0 20,094 20,496 20,906 2,910 14,269 23,159 23,816 5xxRevenues 00000 -1,752 SUB-TOTAL REVENUES:00000000-1,752 901Equipment Purchases 00000 SUB-TOTAL: RENOV & EQUIP 0 0000 0000 ANNUAL BUDGET: 188,404 0 188,404 197,879 202,875 177,828 208,126 216,598 32,123

99 Faculty of Science Budget Submission 2018-19

100 INTRODUCTION Across Canada, many initiatives have been developed to generate and increase interest in science, engineering, technology and mathematics (STEM). These have included major PromoScience events such as Science Odyssey (a weeklong celebration of science led by NSERC, many organizations and government bodies) and Science Rendezvous (a one-day STEM festival held during the week of Science Odyssey in 30 cities with participation of many post-secondary institutions), that bring scientific researchers and educators together from coast-to-coast. Many Government of Canada bodies have recognized the value of STEM to Canadian Society not only for its importance to education and research, but also the impact that STEM has on the Canadian economy (e.g., Government of Canada 10-year labour market forecast indicated that STEM-related fields will experience significant labour shortages until 2022 and there is a need for qualified individuals). The following document outlines the strategic initiatives proposed by the Faculty of Science in an effort to engage, promote and ensure a generation of highly skilled scientists that will become the future leaders in their chosen fields. (1) THE SPECIFIC AND STRATEGIC UNIT PLANS: Note: detailed plans, including rationale, are available for each unit; S- short-term; L – long term; O – ongoing

Strategic Plans / Initiatives BU Key Resource Requirement Time Strategic Frame Priority APPLIED DISASTER AND EMERGENCY STUDIES Develop and implement ADES specific advertising campaign. A, D, F May require additional financial support for advertising costs S Develop and implement agreements with Manitoba Emergency Measures B, C, D, F Primarily staff time; implementation and may involve teaching load L Organization, Manitoba Fire Commissioner’s Emergency Services College, and other allied training providers (potentially including First Nations groups) to integrate research and professional development related training with ADES program. Receive approval for one new faculty member (Assistant Professor or higher) as a A, B, E, F Renovation of space to create an additional office for the new faculty member. L dedicated position in the ADES department or a full time equivalent through two or more joint appointments. Expansion of the Emergency Operations Lab to incorporate a seminar space. A, B, C, F Commitment to reassign additional space in the “down-under” area in McMaster and to some cost O sharing arrangements. Development of lab components for some ADES courses and/or for professional A, C, E, F Instructional Associate to support the delivery of labs and professional development. L development training programs. BIOLOGY To promote growth in the Department of Biology by fostering academic A, B, E, F Financial support for attending conferences S programming excellence, renewal, and development: Honours Program To promote growth in the Department of Biology by fostering academic A, B, E, F Office space for graduate students; Graduate Teaching Assistantships; Full-time Administrative S programming excellence, renewal, and development: MELS Assistant; Financial support for attending conferences; Graduate Student Colloquium (including prizes for Best Talk and Poster) To engage in innovative research, scholarly, and creative activity: Research A, B, E, F Bio-safety Officer; Improved support for Science Grant applications; Calendar of grant deadlines S posted on the Research Office website Development of a Master of Science in Biology A, B, E, F Tenure-track Faculty Position L Upgrade teaching lab to BioSafety Lab 2 Containment standards A, B, E, F Renovation of BB 3-28 and installation of associated equipment, such as autoclaves L Update alumni page to honour and showcase graduates C Support from Faculty of Science Administrative Assistants S Engage in social media to promote teaching and research activities C Support from BU Communications S Participate in Open House and Westman Science Fair Activities C Support from Faculty of Science and BU Communications L Develop Let’s Talk Science Activities C Support from Faculty of Science and BU Communications L Provide off-campus course offerings (e.g., 15.090) in collaboration with the Faculty D Sessional Instructor L of Education and P.E.N.T. Broadcast of lectures to off-campus sites D Renovation to Theatre A to include capability to broadcast (e.g. Zoom) L Offer Spring/Summer Courses: 15.171, 15.172, 15.454, 15.455 D Sessional Instructor (15.171, 15.172); 15.454 and 15.455 taught by rescheduling existing courses L CHEMISTRY Implementation of the external review and remodeling of program and curriculum Two new Instructional Associate positions L to prepare for accreditation with Canadian Society for Chemistry (CSC) Development and remodeling of the 4-year and 4-year Honours Degrees based on Two new Instructional Associate positions L the requirements of the CSC Accreditation Guidelines Restructure curriculum for 3-year, 4-year and 4-year Honours Degree Programs Two new Instructional Associate positions O Development of a 4-year and 4-year Honours Degree in Biochemistry Two new Instructional Associate positions L Implementation of the Coop program into 4-year and 4-year Honours Degree Two new Instructional Associate positions L Implementation of the 1+3 Joint Program with Bingzhou University (China) into 4- Two new Instructional Associate positions L year and 4-year Honours Degree Increase enrolment and student credit hours in all courses Two new Instructional Associate positions O Addition of a new 1st year high enrolment course for students in the Humanities, Two new Instructional Associate positions L Social Sciences and Native Studies Prominent participation in the MELS graduate program Two new Instructional Associate positions O ENVIRONMENTAL SCIENCE PROGRAM Establish an honours degree within the program S Increase faculty participation within the Environmental Science Program S Re-establish an articulation agreement with Assiniboine Community College (ACC) S Find a home for the program L GEOGRAPHY Curriculum review and streamlining of Geography programs A, E Expand and enhance Geomatics program capacity and resources A, C, E Updates to computers in Geomatics lab and high-end GPS equipment Increase research productivity and capacity B Reduced workloads – allocation of sessional teaching capacity to ensure that program needs are not compromised Expand Spring/Summer course offerings A, B, E Identify appropriate office space for two incoming term positions for 2018-19, one 1.1 a and 1.2 of which will continue for a five-year term. g Creation of a senior physical geography lab (3-5 yrs) A, B Increase opportunities for field experience for students A, D, E, F Ongoing curriculum review and revision A, D, E, F Explore more systematic mechanism for 'continuing education' type offerings C, D Increase honours and graduate student interest A, B Ongoing support for Canada Research Chair B, C Ongoing support in the form of incidental or supplementary departmental resources GEOLOGY Implementation of the Environmental Geoscience stream All resources available in the Faculty S Program revision by removal of the Minor from the Geology 4-year Honours degree S

101 Implementation of Geophysical Exploration degree Positions: 1 Faculty, 1 IA; 2 offices; Geophysics laboratory: Space and equipment O Research lab space for Dr. Alexandre O Upgrade Micro Analytical Facility Detector upgrade; Software upgrade O Improving the quality of teaching classes and labs Renovation of the lapidary lab: replacing table tops; Replacing chairs in some classes; Adding new L equipment and/or replacing old equipment Implementation of the Paleontology stream L MASTER OF ENVIRONMENTAL AND LIFE SCIENCE To provide improved learning opportunities for the students, improve the quality of the learning experience and increase the attractiveness of the program To increase the number of Graduate Teaching Assistantship stipends Four additional stipends, to bring the total number to 10. This would provide an opportunity to offer S GTA positions to more, if not all, students. Obtain financial support for conference travel Obtain additional student office space to accommodate approximately 10 students Renovation of one large space to accommodate all students MATHEMATICS AND COMPUTER SCIENCE Upgrade, renovation and expansion of space particularly BB G-20D Furniture (desks and chairs) for 10 additional students; 10 new workstations (PC tower, screen, mouse and keyboard) Office space for new faculty member Maintaining the Honours Degree and the 4-year and 3-year Majors in both Sessional or term instructors Mathematics and in Computer Science Maintaining the Minors in both Mathematics and in Computer Science Sessional or term instructors Fulfill obligations to the university by offering a range of and many sections of Sessional or term instructors services courses in first-year Statistics, Linear Algebra, and Calculus PHYSICS AND ASTRONOMY Equipment Renewal Specific equipment necessary for a fundamental Physics experiment (74.272) and ongoing renewal of S, O equipment for other courses Supporting and developing the Co-op Program S Partner with indigenous communities to expand accessibility of PSE opportunities S and increase academic success Explore Articulation Agreement with ACC in the area of Communications S Technology To increase student success and satisfaction by ensuring that courses needed to New Tenure Track Faculty Member L achieve goals are taught consistently and in a timely manner To support a graduate program New Tenure Track Faculty Member L PSYCHOLOGY Provide academic support for first-year students A Make IA position a full-time permanent position S Provide data analysis/writing support for upper level students A, E Make IA position a full-time permanent position; Renovations to room 1-48 (Tyler Room) for S, O computer lab, computers, additional SPSS licenses. Additional section of 82.160 in Fall term A Make IA position a full-time permanent position S Additional section of 82.160 in Winter term A Make IA position a full-time permanent position S Program/planning issues; e.g. continuing development of applied stream, co-op E, F 3 hours workload release S planning Provide appropriate space for honours students A, B Renovations to room 1-31 (Honours students space): S Development and delivery of Master’s Program in Psychology D 3 hours workload release; additional faculty position L Psychology Program Review planning E L Renovations to accommodate research needs B Renovations to room 1-55 L Expand course offerings; offer some high enrolment courses in both semesters D Additional faculty position L

(2) TRENDS AND ISSUES TO CONSIDER:

1. Trend - STEM: Science, Technology, Engineering and Mathematics • Government forecasts indicate that employment growth and Canada’s economy are linked to jobs in STEM. It is expected that growth in STEM-related careers will include the areas of health, natural and applied sciences, technology and skilled trades. • The Government of Canada February 2016 Report on the Evaluation of Science and Engineering Promotion Initiative: PromoScience, highlights the importance of funding informal STEM learning (see also Barlow, Reni (2012). Canada’s declining youth STEM engagement – An urgent and important challenge. Media Planet: STEM Education, 1, 2). • Canada needs more graduates in STEM fields as they are necessary to enhance innovation, productivity and growth and ultimately to ensure a high and sustainable quality of life for all Canadians (see Conference Board of Canada. (2013). Education and skills: Percentage of graduates in science, math, computer science, and engineering. Retrieved from http://www.conferenceboard.ca/hcp/default.aspx).

2. Trend - Life Sciences in Western Canada • Life Science is important to Western Canada and Manitoba (see Report of Western Economic Diversification Canada. October 2017. Retrieved from http://www.wd-deo.gc.ca/eng/home.asp). • The highest-growth areas include the development of biopharmaceuticals and agriculture and agri-food research (e.g. development of new crop varieties, improving livestock health). • A significant portion of Manitoba’s life science activity is in the agriculture and agri-food sector. The market has grown rapidly for advanced information systems based on geomatics and sensor networks.

3. Trend - Research • Linking research and teaching in STEM is essential (e.g., students in an undergraduate physics course showed increased student attendance, higher engagement, and increased learning with research-based STEM instruction (Deslauriers et al. 2011; Science, 332).

102 • Universities across Canada are taking action on “The Naylor Report” (see the Final Report of Canada’s Fundamental Science Review [2017]).

4. Issue - Program Unit Reviews A number of strategic initiatives proposed by some Departments make reference to fulfilling recommendations in the Senate approved implementation plans that resulted from program unit reviews. For some Departments, the review was completed years ago and the relevance of the review in 2018 is questionable (e.g., turnover in faculty and staff since the review). There is considerable time, energy (e.g., preparation of documents, arranging and attending meetings with committee members) and expense put into these reviews by departmental, university and external members. To move forward with these reviews and make their implementation a reality, there needs to be a larger financial plan by the university to assist units with fulfilling recommendations, as many approved implementation plans can’t be addressed without a financial commitment. For most, the lack of financial resources is an impediment to program growth and sustainability. (3) NOTES TO CORRECT, ADJUST OR CLARIFY LINE-BY-LINE INFORMATION: Re: 4101-399 Recoveries. The current balance of -18,950.00 does not accurately reflect the current situation in Science. With changes in budget administration over the years, the role of the Dean’s office in collecting recoveries is greatly reduced. The following adjustments are suggested to bring the balance of 4101-399 to a more reasonable goal of -4,991.

Budget Code / Expenditure Current Adjustment Rationale Balance after Balance Adjustment 4101-302 Special 1,414.00 1,414.00 Don’t use and purpose is not clear. 0 Allowances 4101-304 Consumables 7,290.00 3,290.00 Utilize a green environment therefore 4,000.00 less need. 4101-305 Photocopying / 5,519.00 1,519.00 Most print jobs use the print shop 4,000.00 Printing which costs less. 4101-307 Membership 428.00 428.00 Funded through library subscriptions. 0 Subscriptions 4101-309 Telephone - Long 947.00 847.00 Free services such as Skype are used 100.00 Distance more often. 4101-310 Telephone - 1,632.00 332.00 Removed cost of telephone in 1,300.00 Rental Westgrid room. 4101-311 Repairs and 12,129.00 6,129.00 Most of these are covered under work 6,000.00 maintenance orders.

(4) BUDGET ADJUSTMENT REQUESTS:

Additional Rationale Consequences Enrolment Impact Funding Requested Additional • GTAs are integrally involved in • A graduate student in • Enrolment in many courses Graduate the majority of postsecondary a STEM program has a are limited due to a Student institutions in Canada. greater chance of laboratory component. The Assistantships • Enhanced stipendiary support being employed (see model at other universities (GTAs) will enrich the training Lennon, MC; 2010. is GTA instruction of labs. environment for graduate and The Higher Increasing GTA positions undergraduate students. Education Quality could potentially increase • Will assist with recruitment of Council of Ontario) undergraduate enrolment international students as • Provides graduate as it would allow for more traditional funding sources (e.g., trainees with the laboratory sections. scholarships, bursaries) are not opportunity to • Potential to increase accessible. develop teaching enrolment in MELS as there • Potential strategy to increase skills is a guaranteed source of recruitment of top international • Cost: $24,000 per year income, which is critical for graduate students. over two years international students.

103 Let’s Talk • See Government of Canada 2016 • The LTS coordinator • PromoScience initiatives Science (LTS) report on PromoScience (PS). PS is currently funded by have the potential to Coordinator and “is aligned with federal the Vice President increase enrolment. Studies other government priorities and Academic and Provost have shown engagement in promotional NSERC strategic outcomes, and (main) and the Dean STEM is critical in years K- science ……….. helps to support the of Science. 12 if students are to activities (e.g., development of a positive STEM Requesting to move continue to post-secondary Western culture in Canada.” the entire salary to STEM programs. Manitoba • “Evidence……… indicate that PS science and commit to PromoScience initiatives Science Fair, is achieving its immediate funding the initiative serve this role. hosting and outcomes as funded projects for the next three attending increase the exposure, years after which time conferences) engagement and interest of there will be a review young Canadians in STEM of LTS. Cost: $19,500 and/or increase the training and over three years resources available to improve • Faculty and students the capacity of Canadian in science participate teachers responsible for STEM in and organize education.” conferences. This • “Evidence indicates that PS participation funds enable grantees to promotes Brandon improve…..reaching out to University. Cost: and/or tailoring project $30,000 over three activities for groups traditionally years underrepresented in STEM. Student • There are a number of initiatives • Creation of a STEM • There is no better way to Recruitment / to assist and re-engage students Scholar Program that promote STEM, the Faculty retention who struggle with post- includes mentorship, and the University than by secondary education (e.g., space (defined showcasing our ‘best and Success-1 Transition year, Group location in Brodie) brightest’ to potential tutor program) and promotion (e.g., students. • There are very few initiatives to honours program recruit, engage and retain top development). Cost: STEM scholars $30,000 over three years Spring session • Students take a reduced course • For some courses • Enrolment increase. load as a way to achieve success. (e.g., 15.171, 15.172) To compensate for the reduced it will involve salary course load, students must for a sessional either enroll in spring / summer instructor. session / distance courses, or • Other courses can be take additional time to complete offered on regular degree requirements. load through • The culture at Brandon rescheduling of University has revolved around existing courses. the majority of classes taught in fall and winter semesters. There are courses that lend themselves to a spring session offering which also complements the faculty member’s research program.

104 BRANDON UNIVERSITY ** FACULTY OF SCIENCE ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 4101 4102 4103 4104 4105 4106 4107 4108 4111 4112 4199 2018/19 2019/20 2020/21 2017/18 MATH PHYS CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: DEAN BIOLOGY CHEM GEOG GEOL COM SCI ASTRON PSYCH ADES MSc FWRD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Acad./I.A. 133,753 1,374,203 562,089 615,970 742,330 1,305,948 713,996 960,995 359,330 184,471 0 6,953,086 7,121,953 7,276,829 6,647,385 6,264,612 5,947,335 6,015,810 002 Sessional/Topics 127,613 0 0 0 0 0 0 0 0 0 127,613 127,613 127,613 124,500 166,033 158,044 113,924 003/004 F.T./P.T. Support 191,541 0 0 0 0 0 0 0 0 22,276 0 213,817 191,144 191,145 161,468 178,985 168,849 170,137 005 P.T./Student Assistants/Casual 5,000 10,216 8,306 5,237 4,430 32,108 6,142 19,676 2,573 37,230 0 130,918 126,665 128,118 153,975 151,792 111,997 111,182 100 Benefits 80,134 227,045 98,678 105,605 117,988 190,004 136,106 157,888 61,885 39,524 0 1,214,858 1,503,192 1,534,215 1,216,224 1,108,332 1,060,593 991,702 099/199 Recoveries 0 0 0 0 -43,899 0 0 0 0 0 -43,899 -51,416 -52,631 -43,899 -56,200 -14,038 -111,960 SUB-TOTAL: SALARIES & BENEFITS: 538,041 1,611,464 669,074 726,811 820,849 1,528,060 856,244 1,138,559 423,788 283,502 0 8,596,392 9,019,150 9,205,288 8,259,653 7,813,554 7,432,780 7,290,795 201/02 Travel/Moving 31,607 365 408 2,765 2,013 510 244 0 4,134 2,040 0 44,086 44,968 45,868 43,222 49,920 67,045 88,307 204/05/10 Prof. Dev. Allowances 3,200 22,000 12,000 10,000 11,000 19,000 10,000 16,000 6,000 4,000 0 113,200 113,200 113,200 111,200 89,624 101,558 82,237 SUB-TOTAL: TRAVEL & MOVING: 34,807 22,365 12,408 12,765 13,013 19,510 10,244 16,000 10,134 6,040 0 157,286 158,168 159,068 154,422 139,544 168,603 170,544 301 Advertising 4,619 0 0 0 0 0 0 0 5,802 0 0 10,420 10,629 10,841 10,216 7,097 6,074 12,407 302 Special Allowances 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1,386 3,485 1,858 22,742 304 Consumables 4,000 22,879 13,425 4,237 5,594 2,661 3,110 2,039 1,531 13,025 0 72,502 73,952 75,431 74,305 70,865 80,612 88,441 305 Photocopying - Printing 4,000 8,241 4,993 5,116 4,974 5,530 2,143 6,461 2,153 0 0 43,611 44,483 45,373 44,245 41,614 39,976 35,354 307 Membership Subscriptions 0 208 67 416 510 1,040 104 65 1,585 0 0 3,996 4,076 4,158 4,338 2,867 4,045 2,099 308 Postage 20 72 37 204 88 45 33 35 34 0 0 567 578 590 556 1,499 609 2,344 309 Telephone - Long Dist. 100 68 15 50 20 34 51 8 28 0 0 374 382 389 1,197 178 1,134 1,361 310 Telephone - Rental 1,301 4,481 1,958 2,171 2,005 3,258 2,622 2,611 1,429 0 0 21,836 22,273 22,718 21,733 22,245 22,236 22,999 311 Repairs & Maintenance 5,999 4,080 0 0 0 0 104 0 0 0 0 10,183 10,386 10,594 15,993 6,333 24,157 14,616 312 Rentals 0 0 0 0 0 0 0 0 0 0 0 0 0 0 126 171 330 Food Purchases 0 0 0 0 0 0 0 0 0 0 0 0 0 0 9,385 10,220 344 Animal Care Room 6,624 0 0 0 0 0 0 0 0 0 0 6,624 6,756 6,891 6,494 3,924 5,988 7,216 345 Staff development 2,414 0 0 0 0 0 0 0 0 0 0 2,414 2,463 2,512 2,367 354 Fax Expenses 510 0 0 0 0 0 0 0 0 0 0 510 520 531 500 480 515 581 357/358 Software/licensing/support 4,602 8,364 264 1,391 612 714 0 0 0 0 0 15,948 16,267 16,592 15,635 5,387 17,430 20,181 370 Work Orders 3,179 2,040 0 3,060 260 187 0 0 102 0 8,828 9,005 9,185 8,655 29,442 30,235 21,531 393 Equipment <$1000 4,612 1,020 1,020 4,661 1,020 1,020 7,026 1,020 5,143 10,200 0 36,742 37,477 38,227 36,022 87,614 63,031 84,349 395 Library Resource Materials 0 0 0 0 0 0 0 0 0 0 0 0 0 0 12,334 399 Recoveries -4,991 0 0 0 0 0 0 0 0 0 0 -4,991 -5,091 -5,193 -18,950 -13,150 -11,590 -15,852 799 Interfund Transfer 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -2,492 5,141 2,400 *** Unallocated 0 0 0 0 0 0 0 0 0 0 0 0 0 0 SUB-TOTAL: SUPPLIES & OTHER EXPS: 36,990 51,453 21,780 21,307 15,083 14,489 15,193 12,239 17,806 23,225 0 229,565 234,156 238,840 224,692 289,107 301,797 322,940 503 BUF Donations 0 0 0 0 0 0 0 0 0 0 0 0 0 -40,920 -38,558 -17,281 5xx Revenues 0 0 0 0 0 0 0 0 0 0 0 0 0 -56,825 -46,381 -50,515 SUB-TOTAL: REVENUES: 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -97,745 -84,939 -67,796 9xx Renovations & Equipment 38,643 0 0 0 0 0 0 0 0 0 38,643 38,643 38,643 37,885 71,489 73,853 171,545 SUB-TOTAL: REN. & EQUIP: 38,643 0 0 0 0 0 0 0 0 0 0 38,643 38,643 38,643 37,885 71,489 73,853 171,545 TOTAL BUDGET: 648,481 1,685,282 703,262 760,883 848,946 1,562,059 881,681 1,166,798 451,728 312,767 0 9,021,887 9,450,117 9,641,838 8,676,652 8,215,949 7,892,094 7,888,028

105 Budget Submission: 2018-2021 Faculty of Health Studies Prepared by: Dr. W. Dean Care, Dean & Professor February 9, 2018

Trends and Issues

The Faculty of Health Studies continues to experience steady enrolment growth and above average class sizes. According to the Institutional Data Analysis Department, Health Studies has experienced about a 4% growth in enrolment and credit hours over last academic year (as of January 15, 2018). However, given the budgetary challenges occurring in the regional health authorities in Manitoba, one must not assume these increases will continue. For example, in the early 1990s (the last time there were significant changes to health care funding), enrolments in nursing education programs dropped because vacancy rates were reduced in the health authorities and a surplus of nurses occurred in the province. In 2018-19, it is difficult to say what the effect will be on enrolments in Health Studies, but one must be prepared for the possibility of a decline in enrolment as the job markets change.

The BN and BScPN programs are subject to mandatory external reviews as part of program approval processes. These reviews are conducted every 4-5 years by the College of Registered Nurses of Manitoba or the College of Registered Psychiatric Nurses of Manitoba. Our programs continue to be commended by these regulatory bodies for their excellence. Employer surveys continue to report on the “work ready” preparedness of new graduates from Brandon University. It is clear the BN and BScPN programs play an important role in preparing high quality graduates for the health care system in Manitoba and Canada. As such, the staffing complement outlined in the reference budget is required in order to address the standards for nursing and psychiatric nursing education and to continue to graduate competent practitioners. It is anticipated that faculty retirements will continue into 2018-21, but it is uncertain how many will retire each year. It is important that we continue to advertise for all vacant positions in an ongoing effort to recruit competent, well qualified academic faculty and instructional associates. This will ensure the sustainability of the programs well into the future.

Strategic Unit Plans

The following strategic initiatives are anticipated to be implemented in Health Studies between 2018 and 2021.

a) Faculty Governance

An Associate Dean position in the Faculty of Health Studies has been approved by the President’s Executive Council in November 2017. A position description is being developed with the intent to advertise for the position in March/April 2018 in the hope that an appointment could be made effective August 2018 (or January 2019). The impetus for an Associate Dean

106 position aligns directly with the Health Studies Strategic Plan (2014-2019). The addition of this position has been recommended by the College of Registered Nurses of Manitoba (CRNM) as part of the program approval process. It has also been recommended by external reviewers for Health Studies in their report dated October 4, 2017. Having said that, as a new management position at Brandon University, it is subject to review under the 15% management reduction initiative.

On July 31 2019, my second term as Dean of Health Studies will be completed. I have no intention to apply for another term. This means that budget will need to be set aside for a Decanal search in 2018-19. This search should ideally commence in September 2018.

b) Indigenous Health Studies Transition Initiative

The Indigenous Health Studies Transition (IHST) initiative was launched in September 2017. Six students were admitted to the first cohort. During the initial year of operation, many lessons were learned that will contribute to program improvements in the future. Plans for program adjustments are ongoing. For example, Assiniboine Community College (ACC) is considering an Access type program for Health Studies students. We are interested in these developments and the possibility of partnering with ACC on this initiative. It is anticipated the IHST will grow each year until a capacity of 20 students has been reached. In the 2017-18 budget, $24,000 was added for sessional instructors in support of this initiative. No additional funding is being requested for 2018-19.

c) Centre for Rural and Remote Mental Health

There are plans to establish a Centre for Rural Mental Health in the Faculty of Health Studies in 2018-19. This Centre will be developed in conjunction the new Canada Research Chair (Tier II) to be appointed at Brandon University in July 2018. It is anticipated that existing staff in Health Studies will be able to support the establishment of the Centre. A business plan will be constructed that provides for alternative sources of revenue in support of the ongoing operation of the Centre. This business plan will be outlined in the proposal for establishing the Centre. This proposal will be vetted through the Senate Research Committee, Senate, and the Board of Governors for approval. No additional funding is being requested for 2018-19.

d) Bachelor of Health Studies

A proposed four year Bachelor of Health Studies (BHS) program is intended to commence September 2019. Graduates of the BHS will have developed an understanding of the determinants of health and how these factors influence the health of individuals, families, and communities, as well as health services policy and administration. This new initiative will allow pre-nursing and pre-psychiatric nursing students not admitted into the BN or BScPN programs to pursue a career pathway in a health care field by completing a BHS degree at Brandon University.

107 Permanent funding is in place in Health Studies to support BHS program coordination and student advising services. What is needed is additional funding in 2019-20 for 9 credit hours of sessional instructor time (9 credit hours = approx. $18,600). This will cover the costs of three additional sections of existing Health Studies courses. It is anticipated that the tuition received from retention of students (estimated at 20/year) will offset the sessional stipend costs. No additional funding is being requested for 2018-19.

e) Curriculum Renewal (BScPN program)

Following the external review of the BScPN program by CRPNM in 2015, the Curriculum Committee of the Psychiatric Nursing Department has been working diligently at designing a new conceptual framework and revising the clinical practica components of the program. An exciting feature of the revised curriculum is a new Indigenous Health course for 2nd year BScPN students. This new course will address a recommendation of the Truth and Reconciliation Commission to attend to the mental health issues in our Indigenous population. No additional funding is being requested for 2018-19.

108 BRANDON UNIVERSITY ** FACULTY OF HEALTH STUDIES ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 4701 4702 4704 4705 4706 4707 4708 4799 2018/19 2019/20 2020/21 2017/18 PSYCH M. PSYCH RESEARCH Ind.Health CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: DEAN WPG CTR NURSING BN NURSING OFFICE Transition FWD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Acad./I.A. 149,754 1,065,438 1,539,928 1,543,143 0 48,083 84,040 0 4,430,386 4,657,539 4,778,347 4,190,911 3,898,508 3,716,789 3,496,346 002 Sessionals - Regular Session 0 16,771 178,909 151,605 0 0 24,000 0 371,284 371,818 372,553 362,813 662,891 609,624 663,404 003 F.T. Support 64,800 49,337 46,455 95,561 0 0 0 0 256,153 265,397 268,366 248,202 235,043 260,313 239,985 004/005 P.T./Student Assistants/Casual 3,997 00008,1840012,18112,28212,48212,1452,12011,59121,022 100 Benefits 33,875 194,626 312,457 313,304 0 10,128 20,528 0 884,918 1,061,407 1,086,349 865,379 840,913 794,003 734,457 099/199 Recoveries 0 00000000 0 0 SUB-TOTAL: SALARIES & BENEFITS: 252,426 1,326,172 2,077,749 2,103,613 0 66,395 128,567 0 5,954,923 6,368,443 6,518,096 5,679,450 5,639,475 5,392,320 5,155,214 201/02/06 Travel/Moving/Recruitment 12,626 8,834 7,960 13,646 832 1,020 0 0 44,918 45,816 46,732 44,037 34,270 30,190 22,715 204/05/10 Prof. Dev. Allowances 92,800 000000092,80092,80092,80092,70064,88456,28660,698 SUB-TOTAL: TRAVEL & MOVING: 105,426 8,834 7,960 13,646 832 1,020 0 0 137,718 138,616 139,532 136,737 99,154 86,476 83,413 301 Advertising 9,979 0 0 0 2,081 0 0 0 12,059 12,301 12,547 11,823 3,252 3,150 7,937 302 Special Allowances 5,799 0 1,740 1,740 0 0 0 0 9,279 9,465 9,654 9,097 8,070 7,334 6,604 304 Consumables 8,006 3,480 16,723 23,032 1,561 1,020 1,020 0 54,841 55,938 57,057 53,766 37,427 54,382 44,374 305 Photocopying - Printing 2,321 2,321 9,920 6,960 520 0 0 0 22,041 22,482 22,932 21,609 10,473 12,215 9,322 307Membership Subscriptions 0 00009,956009,95610,15510,3589,761367 -984 5,287 308 Postage 580 580 2,112 1,160 208 0 0 0 4,641 4,734 4,828 4,550 2,898 2,841 2,935 309 Telephone - Long Dist. 580 812 1,160 1,160 0 0 0 0 3,712 3,786 3,862 3,639 2,431 2,900 4,897 310 Telephone - Rental 4,061 10,440 6,960 10,440 0 0 0 0 31,901 32,539 33,189 31,275 23,659 23,422 24,423 311 Repairs & Maintenance 1,740 2,321 580 580 0 0 0 0 5,221 5,326 5,432 5,119 4,463 9,577 12,119 327 Other Rentals 0 173,741000000173,741 177,215 180,760 164,494 101,726 95,063 114,771 314 Consulting Fees 580 000000058059260456921,04051,9732,690 326Service Contracts 013,05000000 13,05013,31113,57712,79416,21012,387 13,648 330 Food Purchases 0 00000000 0 0 4,781 345Staff Development 5,799 00000005,7995,9156,0335,685375458579 354 Fax Expenses 1,160 0 1,160 1,160 0 0 0 0 3,479 3,549 3,620 3,411 4 10 10 357/358 Software/Software lisencing 4,730 00000004,7304,8244,9214,6371,497 1,605 372Research Development 0 00000000 0 0 9,605 378Special Allocations 4,212 00000004,2124,2964,3824,1295,200 381,281 393 Equipment - furniture (under $1000) 0 00000000 0 0 24,45224,9346,140 399Recoveries 0 00000000 0 0 -4,886-4,971-575 799 Interfund Transfer 0 00000000 10,24926,0902,209 ***Unallocated 0 00000000 0 0 SUB-TOTAL: SUPPLIES & OTHER EXPS: 49,545 206,744 40,355 46,232 4,370 10,976 1,020 0 359,242 366,427 373,755 346,358 283,293 320,819 260,256 5xxRevenues 0 00000000 0 0 -5,278-13,465-6,312 503BUF Donations 0 00000000 0 0 SUB-TOTAL: REVENUES: 0 0000000 0000-5,278-13,465-6,312 901 Equipment Purchases 5,633 5,630 16,892 16,892 0 0 0 0 45,048 45,048 45,048 44,165 38,252 9,355 188,884 SUB-TOTAL: RENOV & EQUIP 5,633 5,630 16,892 16,892 0 0 0 0 45,048 45,048 45,048 44,165 38,252 9,355 188,884 ANNUAL BUDGET: 413,031 1,547,381 2,142,956 2,180,382 5,202 78,392 129,587 0 6,496,931 6,918,534 7,076,432 6,206,710 6,054,896 5,795,505 5,681,455

109 Faculty of Education Budget Unit Submission

2018-19 to 2020-21

February 9, 2018

Across Canada, teacher education program enrollment numbers have been declining, due in part, to teacher over-supply in certain provinces. In Brandon and southwestern Manitoba, however, no such surplus exists, and indeed, school divisions not only in rural and northern communities, but also in Brandon and environs, are finding it increasingly difficult to access teachers and substitute teachers. In addition, unlike other regions of Canada, the Brandon area is increasing in population. Enrolment in the Faculty of Education has increased steadily with an increase over the past five years of 20.89% in credit hours with 11.5% growth this year alone (2017-18). Furthermore, in 2017-18, we see have an exceptional growth in Indigenous students (up 40%) and international students (up 18%). It should also be noted that the Department of Physical Education has also shown steady growth over the past five years.

Table 1 Education Enrollment 2013-2017 2013 2014 2015 2016 2017 *2018 Courses Enrol. CrHr Enrol. CrHr Enrol. CrHr Enrol. CrHr Enrol. CrHr CrHr Total 2580 7302 2626 7545.5 2959 8397 2826 8040 3119 8989 *9323  Jan 31, 2018 numbers as compared to Nov 1 for other years

Indeed, credit hours for 2017-18 recorded February 1st indicate credit hours have risen to 9323. These numbers are very encouraging and reflect the good reputation in Manitoba of graduates of Brandon University’s Faculty of Education as well as the recruitment efforts made within the Faculty of Education. The employment rate of BU Education graduates is impressive. We consistently hear from Manitoban superintendents and principals that BU graduates are better prepared to teach than their counterparts from other Manitoba universities. At BU, we have made good inroads into connecting with our Manitoba constituents, including an innovative new outreach program (B.A./B.Ed.) delivered in Opaskwayak Cree Nation which began in September 2017 and focuses on developing teachers with core proficiencies in Cree Language and Science.

Strategic Directions 2018-2021

As we move forward in the Education Faculty, our foci are on relevant programming that through experiential learning develops innovative educators who can engage learners in building the skills they need to be successful and on developing Indigenous educators who can promote culturally relevant practice in remote areas. Five programmatic areas form the foundation of The Education Faculty: the B.Ed.A.D. program (After Degree); the B.Ed./B.A. integrated program, the Bachelor of Physical Education program; the P.E.N.T. program, and Community-Based Education (CBE).

110 B.Ed. Program B.Ed. (AD)

Over the past year and a half, with input from internal and external stakeholders, the Faculty of Education has engaged in a thorough and collaborative curriculum review of the B.Ed. After Degree program, in conjunction with developing the Academic Plan for the Faculty of Education. This review is ongoing and will continue through future years as we endeavour to meet the needs of the K-12 school system while simultaneously graduating educators who a innovative and creative critical thinkers.

Our policy in Education has not been to set admission caps on our three streams but rather to admit all students who meet entry requirements. It is very difficult to predict how many students admitted will actually enrol in classes – typically between 60 and 80 percent, and so setting admission caps would have a negative impact on enrollment. The increased enrolment we have seen over the past five years, although very positive, brings its own administrative challenges. Most of the AD program is comprised of core mandatory classes. The cap on these courses has historically been 35, as education courses are process-based, interactive, and learner centred. Many classes this year are above 35 and faculty have accommodated this for the most part without too much friction, partly due to the fact that I have guaranteed that at 40 enrolments, I will add another class. This has the potential to be costly. Another class size variable to consider is the enrolment in Music Education. Typically, 3-6 music students join the AD classes each year. However, this year enrolment in Music Education is up – 16 students admitted this year and a similar number expected for 2018-19.

The bottom line is the impact of continuing to increase enrolment may result in more sections of core classes in the AD program over the next three years, and therefore will require an increased sessional hires.

Integrated Program (B.Ed./B.A.)

The Education Faculty has also taken steps to revitalise the Integrated B.A./B.Ed. program, which has been neglected in previous years, but which has strong potential for growth through retention measures. Although popular with entering students, due to an ‘unfriendly’ structure for students, this program has not been successful in the past. An estimate of 10% of the intake into the first year (approx. 45-50 students) of the integrated program complete the B.Ed./B.A. degree and over half leave BU before completing the first year of their program. Up until this year (2017-18), first year integrated students have had no connection with the Education Faculty. During 2016-17, a dedicated group of faculty undertook the task of revisioning the Integrated Program to develop a format and curriculum that is more student-centred and to provide a sense of belonging to the Education faculty for students in this program. This year (2017-18), all first year Integrated students had the option on a voluntary basis to study one education course each semester within the Arts and Science timetable. The revised program was approved by CAP and Senate in fall 2017, with two Education courses included in years 1 and 2, and two Education courses and a field experience in years 3 and 4. Year 5 will be completely in Education (10

111 courses). This will mean additional courses offerings. Please see table 2. Thirty-nine of a possible 50 students enrolled in these courses in 2017-18. We are carefully tracking the continuation and success rates of this initiative. Currently, of the 39 students who successfully completed first semester, 37 are actively engaged in second semester, which is very positive, not only for Education, but also for Arts and Science, where the majority of these students take the majority of their courses. Anecdotal evidence from current integrate program students indicate they appreciate the sense of belonging the Education courses develop, and actively seek out fellow integrated students in their Arts and Science courses. We have employed A.D. students as tutors in traditionally difficult subject areas, which has relieved some stress among the integrated group.

Table 2 Projected Increase in Credit Hour Requirements for Integrated Program 2018- 2022.

Integrated program year Year 1 Year 2 Year 3 Year 4 Year 5 Total

Calendar year Additional credits taught 2018-19 12# 6~ 18 2019-20 12# 6 9* 27 2020-21 12# 6 9* 9* 36 2021-22 12# 6 9* 9* 30 57  *Including a field experience course  # As this course is now mandatory in the first semester of year 1, and anticipating an initial enrollment of 50+ students, two sections of the first year education courses will be offered. Given historical retention rates, it is anticipated that there will be some attrition in second year, although given the best scenario, if the program is highly successful, attrition maybe significantly reduced, which would necessitate second sections year 2 and subsequent years. At the moment, I am budgeting for two sections of two courses in year 1 and one section of each course in subsequent years.  In 2018-19, these courses will be mandatory for all first year integrated program students and the Year 2 courses will be offered for the voluntary cohort of 2017-2018 (currently 37 students).

The projected increase in retention should offset the costs for additional courses. Noting that if this increase in retention does not occur, integrated students will be accommodated in Year 5 into the second year of the AD program, eliminating the need for 30 additional credits in year 5 (2021-22).

112 Physical Education

The Physical Education program continues to grow, and with the addition of two new faculty, Joel Krentz and Scott Forbes, over the past three years, the development of a new 4-year program is anticipated in the near future. The current 3-year program restricts graduate programming options for its graduates. Because the two new faculty, along with new athletic therapist, Schad Richea, are heavily engaged in research, a sports lab facility is being constructed. This is an exciting development in a department which has no previous of research.

Development of a 4-yr Physical Education program will require release time, thus additional sessional hires. Implementation of the 4-year program will require an additional faculty member.

PENT

The PENT program caters mainly to Indigenous and Northern students, has been established for decades, and is cost recovery. The program is valued by the graduates and communities it serves. Success is evident in the number of BU graduates in schools in Indigenous communities. These communities are among the most impoverished in Canada, and if we strongly believe that education is the route to combat poverty, we must invest in educating our Indigenous population, which is the population showing the greatest increase in birthrate in Canada. In consultation with representatives from the communities, we identified a need for a stronger focus on math, science and English, as well as native languages, and are revising our curriculum to this end. PENT has been a cost recovery program since its inception in 1971. Costs have risen steadily to the point where it is becoming unaffordable to its sponsors. A proposal for grant funding for PENT submitted to the province in 2016 was unsuccessful. I have had ongoing discussions with PEC about regularising the PENT program so that it becomes part of base funding rather than cost recovery. Since then, senior administration at BU has committed to a five-year funding initiative that aims to ‘normalise’ the fee structure for PENT students to nearer the fees paid by regular students. 2017-18 was first year of this initiative, in which $45,000 were added to the budget from BU funds. This allowed a reduction in fees from $850/course to $800/course in 2017-18. Because PENT is a cost recovery program, the University claws back a percentage of the PENT revenue to cover administrative costs. Sixty percent of this charge is returned to the Education budget, which has committed to returning it to the PENT budget. While the rationale of senior administration for charging administration costs is clear, as students in the PENT program are highly demanding of support from the Admission’s, Registrar’s and Finance Services offices, the ethics of charging these costs to communities for whom Education is imperative are debatable and worthy of review.

113 CBE

Education started a pilot CBE cohort at Pine Falls in early 2017. Richard Grisdale from Southeastern Student Services is funding the pilot. This program is cost recovery. The program is reviewed every three months for viability with regards to student numbers. More and more Indigenous communities are requesting university programs delivered on site. I have received four such requests in the past months. Their rationale is that in their home communities, students have family and community support and available childcare, and that communities want to ‘grow their own’ teachers, who will remain in the community. From a University standpoint, while we acknowledge the value of onsite delivery, the challenge of hiring suitably qualified staff to teach in remote areas is increasingly difficult and the costs, given no additional government funding, prohibitive.

Outreach Program – Opaskwayak Cree Nation [OCN] (integrated B.A./B.Ed.)

This program is an exciting and innovative partnership between BU and Opaskwayak Cree Education Authority that focuses on developing teachers who a proficient in Cree language and also in science. This program does not follow the traditional cost-recovery CBE model where BU provides all services. Rather, it is a true partnership in which both parties are working together to put in place a robust program that meets community needs. OCE has invested much time and resources upfront in preparing students for success in post-secondary by providing upgrading courses in math and science throughout the 2016-17 academic year. It has also provided life and study skills workshops. In addition, OCE has hired a tutor and a counsellor to provide students with academic and personal support; it is providing transport to classes and daycare for those students who need it, and classroom space to accommodate the BU classes. Furthermore, OCN has a strong educational capacity to help in teaching the BU courses planned in that it has at least 17 PhD educated individuals in its population. Originally, over 50 potential students were identified. The upgrading process provided an opportunity for students to discover whether on not they had the capacity and motivation to embark on post-secondary education. Thus, it is anticipated that the dropout normally associated with entry to post-secondary occurred, for the most part, during the upgrading process, and that the students currently enrolled are committed to furthering their education. Thirty-seven students are currently registered in two courses in Winter 2017, with another six courses planned for Spring and Summer.

The OCN requirement will be for 30 credit hours of sessional coverage each year for 5 years (2017-18 through 2021-22). It is projected that student registrations will cover the sessional costs.

114 Graduate Program

The graduate program is thriving with over 300 students and the potential for further growth through domestic and international students. Three years ago, a cost recovery program was initiated with Mountain View School Division, which added an additional 43 students to the graduate program. All these students should graduate by October 2018.

Increased international recruitment does necessitate increased student supports and also an increase in course offered on-campus (visa requirements include the need for over 50% of courses delivered face-to face). As most of our programs are offered by distance delivery, on site offerings will result in additional sections.

Four additional sessional hires per year to cover the need for on-site classes.

End Note

Other faculties have requested additional support to the dean’s position in hiring an assistant dean. My current term ends June 30, 2018. I have put my name forward to serve an additional term but the review is still in process, which adds some uncertainty to my future plans and to the direction of the Faculty of Education. Should I be renewed for a second term, then in the context of faculty development and succession planning, the hiring of an assistant dean would be a positive and proactive step for the future. Should this not be feasible, I am requesting a 3 credit hour release to be offered to the Chair of Undergraduate Programs to coordinate these new initiatives.

115 BRANDON UNIVERSITY FACULTY OF EDUCATION REFERENCE BUDGET APRIL 2018 TO MARCH 2019

4201 4203 4204 4205 4206 4208 4211 4299 2018/19 2019/20 2020/21 2017/18 LDRSHIP CURR. & EDPSYCH PHYS GRAD CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: DEAN FLD EXP EDADMIN PED. STSERV EDUC STUD FWD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Academic 109,891 105,158 595,023 848,967 659,640 526,744 17,805 0 2,863,228 2,860,610 2,901,003 2,844,816 2,687,753 2,731,915 2,604,974 002 Sessionals 69,965 166,9530006,20500243,123 244,523 244,523 270,164 320,986 330,502 301,766 003 F.T. Support 166,765 50,196000 000216,961 223,631 224,933 210,679 216,848 199,301 199,341 004/005 P.T./Student Assistants/Casual 5,538 0000 0005,5385,5835,6745,5215,0886,8294,177 100 Benefits 55,641 43,189 77,353 115,987 91,030 74,613 1,068 0 458,882 666,869 675,227 471,840 421,119 448,731 418,398 099/199 Recoveries -15,989 0 0 -49,058 0 0 0 0 -65,047 -15,989 -15,989 -107,109 -88,723 -57,363 -24,722 SUB-TOTAL: SALARIES & BENEFITS: 391,811 365,496 672,375 915,896 750,671 607,561 18,873 0 3,722,684 3,985,227 4,035,371 3,695,911 3,563,071 3,659,915 3,503,934 201/02/06 Travel/Moving/Recruitment 13,371 27,881 2,123 0 0 0 1,624 0 44,998 45,898 46,816 44,116 28,300 49,449 40,205 204/05/10 Prof. Dev. Allowances 41,000 000018,0000059,00059,00059,00057,00049,74347,63451,295 SUB-TOTAL: TRAVEL & MOVING: 54,371 27,881 2,123 0 0 18,000 1,624 0 103,998 104,898 105,816 101,116 78,043 97,083 91,500 301Advertising 7960000 000796812828 7803,3827,0052,269 302Special Allowances 8,5510000228008,7798,9559,13410,1072,6952,208 4,152 304Consumables 9,5312,8020005,7141,207019,25419,63920,03123,37624,858 25,582 18,630 305 Photocopying - Printing 4,432 4,103 1,766 4,857 1,766 2,121 1,290 0 20,335 20,741 21,156 19,936 19,182 21,572 15,116 307Membership Subscriptions 2,0410000 0002,0412,0822,123 5011,6021,787 1,902 308 Postage 1,120 721 122 337 122 240 393 0 3,055 3,116 3,178 2,995 752 752 1,160 309Telephone - Long Dist. 1,16718800042963602,4202,4692,5182,3731,102 2,133 3,733 310Telephone - Rental 10,257695000 01,486012,43812,68712,94012,194 12,144 12,031 11,485 311Repairs & Maintenance 4,470207000758005,4355,5435,6545,3283,382 15,008 13,182 312Other Rentals 3300001,088001,1211,1431,1661,099506518104 314Consulting fees 51,0000000 00051,00051,00051,00050,00059,15226,155 71,864 330 Food Purchases 5,014 1,955000 0006,9707,1097,2512,3335,9677,5735,219 345Staff Development 00000 0000 0 0 1,961 500 354Fax Expenses 83220000 0200873891908 856 10 357/358 Software/Software Licensing 0 0000 0000 0 0 67109889 378Special Allocations 00000 0000 0 0 603468 393 Equipment - furniture(under $1000) 3,183 0000 0003,1833,2473,3123,12129,12314,19112,305 397Overheads -15,6750000 000-15,675-15,989-16,308-15,675 399Recoveries -13,2600000 -13,260-13,525-13,796-13,260-24,371-26,825 -21,591 799Interfund Transfer 15,6750000 00015,67515,98916,308 1,1631,981 ***Unallocated 00000 0000 0 0 SUB-TOTAL: SUPPLIES & OTHER EXPS: 89,166 10,692 1,888 5,194 1,888 10,578 5,033 0 124,439 125,908 127,406 106,064 143,270 112,248 140,929 503 BUF Donations 0 0 0 0 0 0 0 0 0 -8,016 -2,217 5xx Other Revenues -40,675 0 0 0 0 0 -40,675 -40,675 -40,675 -25,000 -69,625 -65,124 -59,874 SUB-TOTAL: REVENUES:-40,6750000 000-40,675-40,675-40,675-25,000 -77,641 -67,341 -59,874 9xx Equipment Purchases 0 0 0 0 0 0 0 0 0 42,651 18,182 23,487 SUB-TOTAL: EQUIPMENT 00000 0000 0 0 042,65118,18223,487 ANNUAL BUDGET: 494,674 404,068 676,386 921,090 752,559 636,140 25,530 0 3,910,446 4,175,358 4,227,918 3,878,091 3,749,394 3,820,087 3,699,976

116 School of Music Budget Submission February 9, 2018

Context

In the years 2012‐2013 through 2015‐2016, the School was overspending its approved budget by approximately $20,000/ year resulting in an accumulated deficit of $81,471. The School of Music’s deficit was reduced by almost $70,000 over the course of 2016‐17 with the remaining amount cleared to start the 2017‐18 fiscal year deficit‐free. The School was able to reduce its deficit as a result of circumstance, significant and sustainable belt‐tightening, and short‐term reductions that are detrimental to the academic mission of the School and University.

Circumstances:

The cancellation of a Symphonic Band tour and extension of Professor DeSilva’s term appointment were primary factors in the School of Music realizing one‐time savings in its travel/ moving/ recruitment lines (201/202/206) of just under $12,000. It is important to note that the cancellation of an ensemble tour has negative impacts on items that are of strategic and academic importance to the School of Music.

Sustainable Reductions:

The School of Music faculty has made changes to better work within its budget. Primarily, these changes exist in streamlining of course offerings, significantly reducing concert expenses, and reducing demands on the School of Music’s above mentioned ‘travel/ recruitment’ budget lines.

Short‐term Reductions:

The School of Music has reduced expenditures, in ways that are not sustainable over a long‐term basis. Areas in which spending was significantly reduced include advertising, workshops, repairs and maintenance, consumables, ensemble library (budget line 359 – entitled ‘Music’), and travel/ recruitment. In order to meet the Academic Priorities of the University and School, it is important to begin reinvesting in facilities, promotional materials, and educational experiences for students.

School of Music Academic Priorities:

The School of Music, since the implementation of the University’s Academic Plan “Looking Forward” in 2015, has developed and begun implementing its unit‐specific Academic Plan*. Significant progress has been made towards our Academic Priorities, including initial steps towards developing School‐wide learning outcomes, rebranding the School, and updating the School’s mission and values statements.

Some Academic Priorities of the School of Music, which are clearly linked to “Looking Forward,” require an increased budgetary investment over the next several years. In the short term, the School of Music’s budget proposal includes not only a re‐organization, but increasing resources in certain areas. Some of these funds are achieved through increased revenue generated by the Brandon University Foundation. Others are presented as a modest request ($15,000) for an increase to some budget lines.

* The School of Music’s Academic Plan was approved by Music Faculty Council on May 3, 2016 and presented to Brandon University Senate in September of 2016.

117 Academic Priorities requiring additional funding include: student supports (assistantships, collaborative piano, peer tutoring, and support for International students adapting to a post‐secondary music context in Canada); technology (improved and updated technology for teaching, learning, and conducting research; this is primarily in the areas of audio and video recording technology, but also in the areas of creating more effective classrooms through the use of projection and connectivity); equipment (an aging fleet of pianos, acquisition of instruments and associated hardware, and the repair of valuable string instruments); program/ reputation maintenance and building (website upgrades and maintenance, promotional materials, travel linked to recruitment, stakeholder consultations with regards to program development); community maintenance and building (travel associated with outreach, conference hosting, ensemble touring); and research support and dissemination (travel, recording technologies, and increased graduate assistantships).

Budget Proposal for 2018‐2019:

An analysis of the School of Music’s spending patterns over nine years (2007‐2008 through 2015‐16) suggests that a re‐organization of the School of Music’s budget is long overdue. Furthermore, based on a three‐year average, an additional $46,000 draw‐down from the Brandon University Foundation has been built into the School of Music’s operating budget that will assist the School in balancing its budget while providing modest increases to areas of academic priority.

Reorganization of School of Music Operating Budget:

Academic and Administrative salaries, remain as indicated in Staffing Plan submission (November, 2017).

Several budget lines are significantly over‐funded or obsolete. The following changes are requested:  307 (Membership/ subscriptions): $1,183 from the reference budget line is to be reallocated into Travel/ Moving/ Recruitment (201/202/206).  309 (Long Distance): $1,047 from the reference budget is to be reallocated into Student Assistants/ Casuals (004/ 005).  335 (Media Room expenses): this budget line is to be eliminated, with all funds reallocated to Student Assistants/ Casuals (004/ 005).  354 (Fax Expenses): $956 from this budget line is to be reallocated to 345 (Staff Development), leaving $250 to cover any fax expenses.  364 (Electronic Music Studio): All funds in this budget line reallocated to 345 (Staff Development).

Several budget lines are underfunded. Using reallocations, increased revenue from the Brandon University Foundation, and a modest budget request, the following changes to the School of Music operating budget are requested.  005 (Student Assistants/ Casuals): Demands on this budget line have exceeded its funding by close to $10,000/ year. Using funds from the Foundation, the School of Music will increase the baseline allocation from $47,618 to $62,618. This will meet the normal funding requirements and increase assistantships to Graduate students. This meets several Academic Priorities (supporting faculty/ student research; program development and promotion).  201/02/06 (Travel/ Moving/ Recruitment): In 2016‐17, the School of Music found significant budget savings in these lines. In previous years, however, the School of Music overspent these

118 lines by almost $19.000/ year, signaling a structural shortfall in this area of the School’s budget. Travel and outreach are crucial for faculty and student groups. Outreach, which involves primarily performers and music educators, is crucial in maintaining and expanding the reputation of the University. Dissemination of creative research is often only achieved through travel and outreach opportunities. This is clearly linked to Academic Priorities that include experiential learning, internationalization, community development and outreach, and valuing diversity. Travel is also essential for providing top level instruction and field experience supervision for students. The School of Music will allocate an additional $10,000 from its Brandon University Foundation revenue into these budget lines, earmarked for Travel and Recruitment, and will request an additional $10,000 be added to the baseline budget from the University. This would change the School of Music’s budget from $64,561 to $84,561. It is also requested that these budget lines be discreetly displayed in the School of Music budget sheets.  301 (Advertising): The School of Music’s advertising budget is adequate for its minimum ongoing promotional needs (advertising in local/ regional festivals, music educators’ conferences and publications, and occasional low budget promotional materials). The School of Music has reduced its advertising costs, in order to reduce its deficit. These reductions have had consequences. Given the stated academic priorities associated with re‐branding and fostering and promoting excellence, the School of Music has formed a working group that has begun consultations with Marketing and Communications, and has identified a need to invest in updating/ upgrading its online materials (photography and curating the website) and its print materials. The School of Music requests an increase of $3,000 to its advertising budget in support of updating photographs and printing high quality promotional materials.  302 (Special Allowance): This line will now be exclusively for the Mary Smart grants that are awarded to faculty and students on an annual basis. No operating budget is required.  304/ 305 (Consumables and Photocopying): No changes to these budget lines are requested or required.  310 (Telephone Rental): The School of Music needs to increase this budget line to $9991. This increase will come from the additional revenues from the BU Foundation.  311 (Repairs and Maintenance): As described in previous submissions, this budget line is both underfunded and inadequate to the task of tracking expenses related to Repairs and Maintenance within the School’s operation. 311 will remain “Repairs and Maintenance” but will only track expenses pertaining to the physical plant of the School. Based on a conservative estimate*, this budget should be set at $6,000. A new line, dedicated to the maintenance of the piano fleets, will be created (budget line 380) and funded at $60,000. A third line, dedicated to the maintenance of all other musical instruments in the School, also will be created. This line (381) will be modestly funded at $5,000. Total funding for repairs and maintenance, therefore, will be increased by $6,800. Based upon historical spending patterns, this increase is likely insufficient, but these separate lines will better allow the University to track and analyze spending patterns moving forward. The additional funds for 2018‐19 will come from the increased revenue from the Brandon University Foundation.  345 (Staff Development): Moving $956 from 354 and $604 from 364, this budget will be increased to $2,164.  363 (Recitals): This budget line will be used only in support of professional recitals (including pro series) and associated costs (brochures, press releases, artist travel and hotel). To provide

* Repairs and Maintenance expenses were tracked for a two‐year period. The two‐year tracking period, however, coincided with a period when the School of Music was aggressively attempting to lower its accumulated deficit, therefore deferring most maintenance. It is likely that these deferrals will need to be addressed in the near future.

119 the highest quality education and best support the community, it would be ideal to increase this budget significantly. Given the constraints of the University’s funding situation, however, it is recommended to reallocate $2,000 of this budget to 368 (currently named “Concert Expenses”), leaving $25,153 in this budget for 2018‐2019.  367 (Workshops): The School of Music requests that this budget be increased by $2,000 in order to provide students with greater access to provincial, regional, and national expertise in the areas of music performance, music research, and music education. This budget has been under‐utilized in the past several years to reduce the School’s deficit. To meet academic priorities, it is time to reinvest in providing these experiences for students.  368 (Concert Expenses): This budget line, with $2,000 from 363, should be re‐named “Lecture Expenses”. These funds will be support the “Out of Bounds” lecture series, which presents current Music and Music Education research on Brandon University’s campus, an academic priority of the School that should be reflected in its operating budget.  378 (Special Allocations): This budget line will be used to pay for expenses that do not fit into established budget lines. This includes hospitality for alumni events, honoraria for student performers at University events, expenses associated with faculty meetings, stakeholder consultations, support for student groups (BUMS, BUSMEA) and community partners, expenses incurred by faculty and/ or students in representing the School of Music, and other various costs. This budget line, previously conflated with 302, was overspent by upwards of $20,000/ year. While this has been reduced over the last three years, the $8447 currently in the School of Music’s reference budget will be increased to $12,447 using the BU Foundation revenue.  393 (Equipment under $1,000): While there has not been funding allocated to this budget line, the School of Music has charged, on average, $11,000 to 393. The last two years, the School has reduced these expenditures to approximately $4,000/ year. The remaining funds from the BU Foundation ($2,818) should be allocated to this budget line.

Conclusion:

Based upon expenses and revenues over the past decade, the School of Music is positioned to begin re‐ investing in its strategic and academic priorities: student assistantships, travel & outreach, advertising, equipment (maintenance and some modest acquisitions), experiential learning, and staff development. Most of this can be achieved through reallocating funds and increased revenues. To best serve its students and meet its academic priorities, the School of Music requests $15,000 in additional funding that would:  allow the School of Music to develop and maintain professional quality print and online materials (recruiting, outreach, program development and promotion);  all the School of Music to plan outreach activities (as opposed to the current model in which the School must make requests for funding from other units on campus – primarily the President’s Office and Vice‐President Academic’s Office);  improve the masterclass/ workshop support for our students (experiential learning, embracing and valuing experiences, positioning and promoting Brandon University as an institution of choice/ destination University).

120 BRANDON UNIVERSITY ** SCHOOL OF MUSIC ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 4301 4399 2018/19 2019/20 2020/21 2017/18 CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: DEAN FWD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Academic 2,287,532 0 2,287,532 2,322,955 2,387,157 2,236,328 2,024,242 2,005,740 2,038,051 002 Sessionals - Regular Session 318,848 0 318,848 367,280 367,280 311,071 277,092 195,516 223,991 003 F.T. Support 166,246 0 166,246 171,669 172,994 161,812 157,509 153,771 144,757 004/005 P.T./Student Assistants/Casual 60,004 0 60,004 60,499 61,483 47,480 57,065 59,477 68,197 100 Benefits 470,842 0 470,842 584,481 597,783 460,811 410,705 390,752 370,315 099/199 Recoveries -30,000 0 -30,000 -30,000 -30,000 -30,000 -31,978 -31,940 -30,000 SUB-TOTAL: SALARIES & BENEFITS: 3,273,472 0 3,273,472 3,476,884 3,556,696 3,187,502 2,894,635 2,773,316 2,815,311 201/02 Travel/Moving 65,769 0 65,769 67,084 68,426 63,295 51,919 71,873 66,631 204/05/10 Prof. Dev. Allowances 38,000 0 38,000 38,000 38,000 38,000 30,820 36,461 33,981 SUB-TOTAL: TRAVEL & MOVING: 103,769 0 103,769 105,084 106,426 101,295 82,739 108,334 100,612 301 Advertising 8,447 0 8,447 8,616 8,788 8,281 6,183 5,312 7,966 302 Special Allowances 0 0 0 0 0 8,281 22,112 26,004 42,432 304 Consumables 17,299 0 17,299 17,645 17,998 16,960 12,541 16,613 7,691 305 Photocopying - Printing 8,447 0 8,447 8,616 8,788 8,281 5,763 9,363 7,852 307 Membership Subscriptions 1,159 0 1,159 1,183 1,206 2,367 305 382 1,110 308 Postage 4,828 0 4,828 4,924 5,023 4,733 4,404 4,820 6,273 309 Telephone - Long Dist. 1,347 0 1,347 1,374 1,401 2,367 674 1,875 1,973 310 Telephone - Rental 10,011 0 10,011 10,211 10,415 8,991 9,904 10,486 10,486 311 Repairs & Maintenance 6,120 0 6,120 6,242 6,367 62,941 65,704 73,427 69,552 335 xxMedia Room expenses 0 0 0 0 0 3,550 210 345 Staff Development 2,146 0 2,146 2,189 2,233 592 354 Fax Expenses 231 0 231 236 241 1,182 314 10 359 Music (Ensembles) 4,224 0 4,224 4,308 4,394 4,141 1,516 3,904 1,607 363 Performance and Lecture expenses 27,153 0 27,153 27,696 28,250 26,621 26,368 16,778 54,994 364 Electronic Music Studio -12 0 -12 -12 -12 592 120 365 Venue Rental 3,018 0 3,018 3,079 3,140 2,959 2,744 1,894 1,173 366 xxE-Gre Competition 0 0 0 0 0 367 Workshops 8,447 0 8,447 8,616 8,788 8,281 8,375 5,900 11,145 368 xxConcert Expenses 0 0 0 0 0 9,327 7,650 378 Special Allocations 8,447 0 8,447 8,616 8,788 4,918 1,220 2,304 380 Piano Repairs & Maintenance 61,200 61,200 62,424 63,672 381 Instrument Repairs & Maintenance 5,100 5,100 5,202 5,306 393 Equipment - furniture (under $1000) 3,570 0 3,570 3,641 3,714 3,629 7,349 6,577 399 Recoveries 0 0 0 0 0 -4,080 -180 799 Interfund Transfer 0 0 0 0 0 3,698 3,500 -58 *** Unallocated 19,825 0 19,825 20,221 20,626 SUB-TOTAL: SUPPLIES & OTHER EXPS: 201,007 0 201,007 205,027 209,127 167,040 187,985 196,791 233,417 503 BUF Donations -70,000 0 -70,000 -70,000 -70,000 -24,000 -70,767 -70,796 -63,451 506 Concert Fee -8,430 0 -8,430 -8,430 -8,430 -8,430 -13,990 -13,827 -13,149 509 Materials/Service Fee -65,490 0 -65,490 -65,490 -65,490 -65,490 -75,600 -68,083 -63,954 5xx Other Revenues/Recitals/Concerts -20,800 0 -20,800 -20,800 -20,800 -20,800 -34,402 -21,219 -19,627 SUB-TOTAL: REVENUES: -164,720 0 -164,720 -164,720 -164,720 -118,720 -194,759 -173,925 -160,181 9xx Equipment Purchases 0 0 0 0 0 31,180 57,299 10,811 SUB-TOTAL: EQUIPMENT 0 0 0 0 0 0 31,180 57,299 10,811 ANNUAL BUDGET: 3,413,527 0 3,413,527 3,622,275 3,707,529 3,337,117 3,001,780 2,961,815 2,999,970 121 Student Services Operating Budget Submission – February 9, 2018

Introduction

Student Services continues to follow the five core goals as outlined in the 2015 strategic plan. These goals include a focus on the student experience, on‐going provision and development of innovative services, efficiency of services, enhanced communication, and fostering a diverse, accessible and inclusive environment that emphasizes safety and support. These respective core goals are reflected in our overarching Mission and Vision Statements and connect directly to the Priorities of the Academic Plan. The initiatives outlined below reflect Student Services’ on‐going support of the key priorities of the Academic Plan and generally relate to Priority A – Student Centered, Priority C – Community Engaged, Priority D – Promoting Diversity, Priority F – Fostering Sustainable Growth.

Trends and Issues:

Demand for the group tutoring funds is continuing to rise. In 2017/18, 18 faculty members who teach courses with a higher than average fail rate requested funding to hire tutors. Due to this demand, each request was funded at 80% rather than 100%. A request to increase this funding for next year is included in this document.

The Province’s Truth and Reconciliation Committee’s ten calls to action will be made public within the month. This will result in recommendations being made via the University’s Indigenous Education Sub‐ Committee of Senate, many of which will be facilitated through Student Services. As the current graduation rate for self‐declared Indigenous students is low (11%), a renewed focus on retention initiatives will be a high priority.

Under Chris Lagimodiere’s leadership, the University’s Elder‐In‐Residence program has been reinstated. Funding for Elders has been increased next year, which will enhance the University’s personal and social supports for our Indigenous students. Additional Elder will assist the IPC in continuing to reach out to community organizations (e.g. Sisters in Spirits, Bear Clan Patrol) and educational authorities.

The cost of printing collateral for recruitment purposes is continuing to rise. The Directors of the Office of International Activities, Indigenous Peoples’ Centre and Recruitment and Retention will be collaborating to produce three smaller but unique viewbooks geared to the needs of international, domestic, and Indigenous prospective students.

A sub‐committee was formed to evaluate the Trek (first‐year advising program). As a result, a streamlined program will be conducted this year resulting in a savings of $5000 which will be reallocated to support high impact practices such as the Student Leadership program and Orientation. In addition, the advisors have created a shared drive allowing for the sharing of resources and an avoidance of duplication.

In January 2018, a non‐credit career certificate program was approved which is designed to assist students with enhancing their job search skills and better prepare them to seek employment upon

122 graduation. Although we already offer a number of workshops with this focus, the hope is that we will be better able to increase student participation with a certificate option.

As indicated in the unit’s staffing request, the number of students requesting accommodations continues to increase (2007 – 55; 2017 – 209). The approval of a second position will enhance and strengthen supports for students maximizing student growth and development. Decreased stigma surrounding mental health and the communication of available campus resources, has resulted in an increase of students seeking assistance. As a result, the Personal Counsellors have created a Peer Wellness program, and have expanded their wellness‐related programming and therapeutic groups. Three therapy lights have recently been purchased for students to use while studying in the library.

The increase in overall enrolment and more specifically, a 30% increase in international enrolment has resulted in a significant demand on our Academic Skills Centre (Writing, Math, Learning Skills). Funding will continue to be allocated to hire student Learning Coaches and Peer tutors to support the work of professionals in this area.

The hiring of a new Residence Manager (Emily Dayboll) allows the University to have a renewed focus on evidence‐based programming that support the academic and social development of residents. The Residence Manager, in conjunction with the Ancillary Manager, are currently in the process of addressing policy and process gaps which will result in a better student experience and a higher residence retention rate.

Over the past year Brandon University has made concerted efforts to increase and diversify international enrolment. This focus resulted in recruitment missions to Russia, Thailand, Taiwan, China, Jamaica, and Granada. Admission statistics reflect an increase in numbers from many of these markets. Based on enrolment trends across Canadian Universities, study permit success rates and our marketability (small class sizes, low tuition) we should yield strong numbers from Vietnam, Philippines, India and Brazil in the coming year.

Brandon University is increasingly using international agents to assist with the recruitment of students. An information website has been created and plans are in place to develop international agent handbooks.

Budget Adjustments (Reallocations):

5401‐ Indigenous Peoples’ Centre

The Director of the Indigenous Peoples’ Centre has analyzed his budget and provided adjustments to the Director, Finance and Registration. Additional funds are not requested at this time.

5301‐ Recruitment and Retention

1. 5103‐005 Student Assistant, Overtime, Casual Current $13,638 Proposed: $8700

123 This budget line has been used to pay multiple (10‐12) Student Ambassadors in casual positions from September to April. The reallocation of funds will allow for the hiring of a Recruitment Student Assistant (approx. 15 hours per week up to 240 hours per term). The Student Ambassadors are not meeting our needs due to the causal nature of the role. We need to hire someone who can consistently engage in the work. Re‐allocated money would go towards the Special Allocation funds to support recruitment and retention programming such as Open House, Motiv8, and the Student Leader program. Each of these events and programs are run annually but do not have consistent funding. Moving these funds would allow us to better plan and execute the events/programs.

5102 – Residence Hall Program Operations

Upon review of the current residence programming and operations there are several student staff positions that are supported and supervised by the RHPO office, but are duplicating services already offered to students on campus (e.g. Academic Residence Assistants). Secondly, the Indigenous Student Programmer and the International Student Programmer positions duplicate the efforts of the Aboriginal Student Association, and the International Student Organization, both are active student groups at BU that regularly advertise programming to residents that support their specific needs. Therefore, $15,656.46 will be re‐purposed towards hiring senior residence assistants.

The Residence Manger has also made necessary reductions in eight budget lines to ensure a more efficient management of funds and to reallocate funds to offset the costs of increased student staff. An additional $18,050.00 will be reallocated to student staff funding. This information has been given to Ms. Noto.

Budget Adjustments (Requests for additional funding):

As noted, many of the strategic directions to be pursued this year will be able to be assumed within the current budget allotments and as a result will require no additional resources. Some areas that will require additional resources for 2018‐19 and subsequent years are:

5301‐301 Student Recruitment Marketing Budget Increase $10,000

The student recruitment marketing budget has not been increased in years and as a result of inflationary costs we have less marketing money to work with each year. Our current student recruitment marketing budgeted has been frozen at approximately $26,000 for at least five years. Should student recruitment not receive additional funding within this year we will have to look at ways in which we can pull out of some of our traditional domestic recruitment marketing campaigns. Moving forward with an enhanced marketing campaign will allow us to better use resources and also reach our target markets in a meaningful way to help increase application and registration numbers

5301‐305 Printing and Photocopying Increase $8000

The current budget only allows us to make small changes to our publication annually. It does not allow us to make significant and important changes to our publications which require contracted graphic design work and photography. As we move forward we are looking at reducing printing costs by

124 creating smaller publications, however, this will still require funds to support graphic design and photography. We consistently forego marketing opportunities because of the cost of graphic design work. Important things such as posters, brochures, pamphlets, banners, etc. that are required for both recruitment and retention initiatives are not affordable due to the need for graphic design and printing.

5301‐305 Inflationary Costs of Recruitment Attendance Increase $8,000

Annual booth fees to participate in recruitment/career related fairs continues to rise incrementally every year and up until now have been absorbed through the overall recruitment budget as there is currently no budget line to cover this expense. As the recruitment budget continues to be frozen but inflationary operational costs continue to rise, we are now to the point that we may have to consider pulling out of certain events due to inability to cover these associated costs. This request will allow us to maintain current recruitment activities.

Ancillary Operations transfer request

The Residence Hall Program Office is requesting a transfer of $262,506.93 (7300‐799) from the Ancillary Services budget. The rationale has been presented to the Ancillary Office.

Kg/Feb92018

125 BRANDON UNIVERSITY ** STUDENT SERVICES ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5101 5102 5103 5104 5302 5305 5199 2018/19 2019/20 2020/21 2017/18 STUDENT RHPO RECRUIT & IPC OIA EAP CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: SERVICES RETENTION FWRD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 001 Acad./Sabb/I.A. 466,665 0 165,783 104,791 130,612 0 0 867,850 791,541 811,109 1,045,160 943,155 977,052 1,140,210 003 F.T. Support 175,919 87,625 93,856 97,848 56,525 0 0 511,773 531,175 543,950 512,055 535,789 948,986 672,527 004 P.T. Support 00000107,840 0 107,840 107,840 107,840 107,840 233,690 162,402 005/015 P.T./Student Assistants/Casual/Tutors 41,460 126,585 8,701 0 554 0 0 177,300 181,860 185,299 130,156 132,144 126,944 197,685 008 Counseling F.T./P.T. 498,581 0 0 0 0 0 0 498,581 584,449 594,840 362,104 379,620 359,707 363,536 099/199 Recoveries 0 0 0 0 0 0 0 0 0 0 -3,598 -49,124 100 Benefits 219,968 30,000 47,765 38,299 34,723 8,088 0 378,842 439,373 448,608 374,450 363,258 446,772 393,966 SUB-TOTAL: SALARIES & BENEFITS: 1,402,593 244,210 316,105 240,938 222,413 115,928 0 2,542,187 2,636,238 2,691,645 2,531,765 2,587,656 3,018,265 2,718,800 201/02/06 Travel/Moving/Recruitment 6,962 2,000 24,695 2,188 68,857 3,620 0 108,322 110,488 112,698 112,746 164,500 166,908 101,264 204/05/10 Prof. Dev. Allowances 18,000 2,000 8,000 4,000 2,000 0 0 34,000 34,000 34,000 37,000 32,461 35,491 22,045 214 Student Travel Fund 0 0 0 0 0 0 0 0 0 0 3,480 12,534 7,483 10,251 SUB-TOTAL: TRAVEL & MOVING: 24,962 4,000 32,695 6,188 70,857 3,620 0 142,322 144,488 146,698 153,226 209,495 209,882 133,560 301 Advertising 604 4,000 27,602 5,100 10,404 1,206 0 48,916 49,894 50,892 47,113 31,951 35,835 38,963 302Special Allowances 1,2430005,202006,4456,5746,7066,3195,3453,139 4,937 304 Consumables 4,833 3,300 4,417 5,100 2,774 904 0 21,327 21,754 22,189 18,419 24,116 39,980 25,424 305 Photocopying - Printing 1,359 2,500 11,045 510 7,245 4,526 0 27,184 27,728 28,282 30,739 27,418 42,523 37,490 307 Membership Subscriptions 687 800 0 0 4,738 49 0 6,274 6,400 6,528 6,167 5,619 8,857 7,735 308 Postage 1,447 500 4,417 61 604 1,447 0 8,476 8,646 8,819 9,870 6,368 21,213 15,975 309 Telephone - Long Dist. 1,691 2,200 883 765 664 362 0 6,566 6,697 6,831 6,353 6,612 6,559 7,617 310 Telephone - Rental 5,244 700 662 1,326 362 241 0 8,535 8,705 8,879 12,229 8,426 10,964 11,143 311 Repairs & Maintenance 1,206 0 0 626 241 0 0 2,073 2,114 2,156 2,720 877 3,940 14,604 312 Other Rentals 0 0 0 255 0 0 0 255 260 265 5,311 12,391 12,419 314 Consulting 0 0 0 1,530 0 0 0 1,530 1,561 1,592 317Special Functions 00002,71454303,2573,3223,3883,1932,1375,6183,616 330 Food 0 3,600 1,561 8,160 0 0 0 13,321 13,587 13,859 1,530 17,178 15,766 13,047 335 Program Expenses 0 6,400 0 0 0 0 0 6,400 6,528 6,659 6,400 6,200 6,372 5,600 345 Staff Development 830 4,537 241 0 423 5,065 0 11,097 11,319 11,545 10,968 189 5,966 864 350 Student/Fall Orientation 0 0 17,685 1,530 0 0 0 19,215 19,599 19,991 19,575 22,409 21,269 31,431 354 Fax Expenses 1,509 0 0 102 119 362 0 2,092 2,134 2,177 2,357 480 1,512 1,668 358 Software Licensing 0 0 0 0 0 0 0 0 0 0 414 51 99 369 Elders 0 0 0 1,530 0 0 0 1,530 1,561 1,592 8,182 2,451 2,137 4,622 374 PLAR 0 0 0 0 0 0 0 0 0 0 669 1,055 378 Spec alloc. (Career P&P, Recruiting, Counsellor's 7,389 0 9,037 3,060 1,324 0 0 20,810 21,226 21,651 14,869 33,761 40,726 19,080 393 Equipment - furniture (under $1000) 493 0 0 1,581 0 4,162 0 6,235 6,360 6,487 4,563 13,285 8,848 15,245 399 Recoveries 0 0 0 0 0 0 0 0 0 0 -4,833 -1,771 4xxStudent Costs 00000-4,3630-4,363-4,450-4,539-4,2772,4571211,444 799 Interfund Transfers (from Ancillary) 0 -276,747 0 0 0 0 0 -276,747 -283,994 -291,457 -250,082 -234,864 -233,161 -231,102 *** Unallocated 39,780 0 0 0 0 0 39,780 40,576 41,387 55,155 SUB-TOTAL: SUPPLIES & OTHER EXPS: 68,315 -248,210 77,549 31,236 36,815 14,503 0 -19,792 -21,900 -24,121 12,362 -11,860 56,462 41,205 503 BUF Donations -2,500 0 0 0 0 0 0 -2,500 -2,500 -2,500 -2,500 -3,810 -2,600 -5,600 5xxRevenues 00000-178,125 0 -178,125 -178,125 -178,125 -178,125 -322,794 -235,280 -152,200 SUB-TOTAL: REVENUES-2,5000000-178,125 0 -180,625 -180,625 -180,625 -180,625 -326,604 -237,880 -157,800 901Equipment purchases 10,0400005,6300015,67015,67015,67015,3639,765 3,257 25,350 SUB-TOTAL: EQUIPMENT: 10,0400005,6300015,67015,67015,67015,3639,765 3,257 25,350 ANNUAL BUDGET: 1,503,409 0 426,348 278,362 335,716 -44,074 0 2,499,761 2,593,871 2,649,267 2,532,091 2,468,452 3,049,986 2,761,115

126 BUDGET SUBMISSION: 2018-19 Registrar’s Office

Unit Overview The Registrar’s Office (RO), under the leadership of the University Registrar, consists of several areas that affect the student experience at BU from application through graduation and influence the reputation of Brandon University: Admissions Office (four employees), PLAR Office (.25 employees), Scholarships & Awards Office (.5 employees), Records & Registration functions (2 employees), Senate Office (one employee).

Trends & Issues

Until recently, the structures and processes used to carry out the RO’s core functions had remained very stable for several decades, with little reference or response to significant changes that occurred in the surrounding environment (within higher education and in the global community). With the University’ adoption of Looking Ahead, BU’s Academic Plan 2015- 2020, the RO recognized its role in contributing to achievement the plan’s priorities. It also became evident that, in order to do so, many of the traditional structures and processes in the RO required fundamental transformation.

This office now finds itself in a period of significant change, with explicit emphasis on policy simplification, process improvement, and technology renewal. Several major initiatives have already been implemented successfully with no additional financial resources required over the last three years, including the following:

• Complete restructuring of the University’s transfer credit policies and processes, leading to more admissions offers being made to qualified students more quickly (Academic Plan Priority A); • Complete recreation of the Scholarships & Awards Office website, including development of additional student resources (online application tutorial, web forms, etc.), ensuring all financial award information is available and accurate in one place for students, their families, and the community (Academic Plan Priority A, C); • Implementation of a rebuild of the admissions module of the University’s institutional records system, leading to increased system integration, consistent and transparent processes for all students, and complete and accurate reporting of admissions data (Academic Plan Priority A, F); • Shift of one staff member from Financial & Registration Services (F&R) into the RO, allowing for development of more efficient, coherent processes that extend through the admission-registration-graduation parts of the student life cycle (Academic Plan Priority A)

A number of significant initiatives are also currently underway or on the near-term horizon, including the following:

127 • Recreation of the online admissions application to eliminate two-step application processes for prospective students (Academic Plan Priority A); • Development of a comprehensive institutional final examinations policy that will bring consistency and structure to the conduct of final examinations, including the addition of a mandatory invigilation requirement, contributing to a culture of academic integrity on campus (Academic Plan Priority A); • Development of a Registrar’s Office website to house comprehensive student records and registration information in a clear, user-friendly format (Academic Plan Priority A); • Restructuring staffing within the Admissions Office to clarify roles and responsibilities and enhance the flow of work, leading to a cleaner admission experience for applicants (Academic Plan Priority A)

Despite all of the work that has been and continues to be done in the RO to foster a positive student experience related to critical processes at the University (admission, registration, graduation, etc.), some important changes cannot be made due to limitations in the existing electronic systems. The current Information Records System and associated web portals (Student Information, Information Query, and Online Registration) are dated, limited, and require major revision. Several illustrative examples of these limitations are listed below:

• Lack of a web-based applicant portal where applicants can independently track the process of their applications (leading to persistent and repetitive manual communications with applicants in the Admissions Office); • Inability to link transfer courses with the institutions from which they came leading to confusion on the part of students as well as internal and external stakeholders; • All available course numbers have been used; re-using old course numbers means that repeated courses cannot be tracked electronically and must be manually marked on student records; • Inability to link Student Information and Online Registration into a single web portal for students because they are built with different technology; • Cumulative GPA calculates all courses taken at the University without reference to degree program (so the cumulative GPA for students who completed a degree at BU and then continued into another program includes all courses ever taken at BU), resulting in difficulties determining scholarship eligibility and academic standing.

The Academic Plan indicates that Priority A is “to distinguish Brandon University as a leading student-centred institution of choice for students.” From a Registrar’s Office perspective, this requires that we be able to admit students quickly, register them cleanly, track their progress accurately and transparently, assist them in accessing all institutional financial supports that might be available to them, and graduate them smoothly.

While process improvement will continue to play a significant role in the future of the RO at Brandon University, creating a “student-centred institution of choice for students” will also require the purchase and implementation of the following technologies:

128 • A CRM (Client Relationship Management) system that includes an applicant portal to allow integrated communication with students from first contact with the University through alumni engagement; • A new Student Information System including online registration system, ideally as part of an institution-wide Enterprise Resource Planning (ERP) system that would allow for integration and extension of the student’s experience at BU (from recruitment through alumni engagement); • One-stop web portals for faculty, staff, and students (usually included in ERP systems) to facilitate user-friendly engagement with the University’s online services; • A centralized course scheduling software system, such as Infosilem, to ensure students can access the courses they need at the point in their program at which they need them and also to maximize use of University facilities.

The above requires significant institutional financial investment at the point of purchase/implementation and on an ongoing basis thereafter. The RO cannot stress enough how important it is that the University begin putting a concrete plan in place for this renewal now while the employees who have deep knowledge of the existing systems are still with the University.

Budget Requests

Examination Invigilation $5,000 in 2018-19 and $10,000 annually thereafter

Should the proposed final examination policy pass successfully through Senate with inclusion of an exam invigilation requirement, hiring exam invigilators for the final exam periods will cost approximately $10,000 per year. It is intended that, if passed, the policy would come into effect for the Winter 2018 final examination period. The proposed examination policy has been developed in response to a student survey undertaken in 2015 with regard to academic dishonesty at BU. The survey results showed that students have a strong sense that the University needs to do more to demonstrate that academic integrity is important. Concrete recommendations included more robust exam invigilation.

At this time, the RO envisions no other major changes in expenditures for 2018-19. The unit’s focus will continue to be on reviewing and revising policies and practices to better meet the needs of students so that BU can distinguish itself “as a leading student-centred institution of choice for students.”

129 REGISTRAR'S OFFICE BUDGET PROPOSAL

REGISTRAR'S OFFICE (5501) ‐ EXPENSES SENATE OFFICE (NEW CODE) ‐ EXPENSES Budget Line Line Description 2017 Base Budget Proposed 2018 Budget Notes Budget Line Line Description 2017 Base Budget Proposed 2018 Budget Notes Biannual REAM meetings & govt. committee 201 Dept. Travel $696.00 $500.00 meetings (Andrea) 201 Dept. Travel $0.00 $0.00 304 Consumables $3,315.00 $2,000.00 304 Consumables $0.00 $750.00 305 Photocopying/ Printing $3,834.00 $4,000.00 Academic calendars 305 Photocopying/ Printing $0.00 $2,000.00 307 Memberships $319.00 $500.00 $100 WARUCC + $400 ARUCC 308 Postage $0.00 $250.00 308 Postage $3,372.00 $1,250.00 309 Long Distance/ Cell $0.00 $250.00 309 Long Distance/ Cell $236.00 $500.00 310 Telephone Rental $0.00 $610.00 310 Telephone Rental $1,390.00 $1,810.00 3 phones (Barb, Val, Andrea) 311 Repairs/Maintenance $0.00 $50.00 311 Repairs/Maintenance $176.00 $125.00 330 Food $0.00 $300.00 330 Food $1,457.00 $500.00 345 Staff Development $500.00 354 Fax $119.00 $1,000.00 374 PLAR $1,562.00 $1,500.00 388 Credit Card Collection Fee $0.00 $ 800.00 RO Expense Total $16,476.00 $14,985.00 Senate Expense Total $0.00 $4,210.00

REGISTRAR'S OFFICE (5501) ‐ REVENUE/RECOVERIES SENATE OFFICE (NEW CODE) ‐ REVENUE/RECOVERIES Budget Line Line Description Est. 2017 Revenue Est. 2018 Revenue Notes Budget Line Line Description Est. 2017 Revenue Est. 2018 Revenue Notes 399 Recoveries $2,500.00 $ 2,500.00 Academic Calendars (charged to depts) 399 Recoveries $0.00 $0.00 507 Program Revenue $4,865.00 $ 3,000.00 IUS (after $8,800 sent back to central) 510 Other Revenue $0.00 $0.00 510 Other Revenue $4,000.00 $ 2,750.00 Exams (after $6,250 sent back to central) 531 Doc Eval/LoP $3,000.00 $ 1,750.00 LoPs, etc. (after $6,250 sent back to central) 701 Unallocated $5,000.00 $ 5,000.00 Transfer from Student Services RO Revenue Total $19,365.00 $15,000.00 Senate Revenue Total $0.00 $0.00

ADMISSIONS OFFICE (5502) ‐ EXPENSES CONVOCATION (5505) ‐ EXPENSES Budget Line Line Description 2017 Base Budget Proposed 2018 Budget Notes Budget Line Line Description 2017 Base Budget Proposed 2018 Budget Notes

201 Dept Travel $300.00 Biannual REAM meetings (Murray) 201 Dept Travel $140.00 $6,000.00 Honorary degree recipient travel expenses 301 Advertising $564.00 $ ‐ 301 Advertising $0.00 $400.00 Brandon Sun post‐Convo spread 304 Consumables $977.00 $1,500.00 302 Special Allowances $500 Musicians 305 Photocopying/Printing $4,461.00 $6,500.00 304 Consumables $4,472.00 $7,000.00 Leech ‐ degree folders Leech ‐ ceremony booklets & Convo brochures; degree parchments; grad 308 Postage $4,878.00 $10,000.00 305 Photocopying/ Printing $6,744.00 $6,500.00 confirmation letters 309 Long Distance/Cell $804.00 $100.00 308 Postage $1,539.00 $1,600.00 310 Telephone Rental $1,148.00 $1,650.00 312 Other Rentals $18,025.00 $6,000.00 Benmarks & Party Professionals 354 Fax $662.00 $500.00 317 Special Functions $7,338.00 $6,000.00 Convocation luncheon? 318 Promotion & Recruitment AO Expense Total $13,494.00 $20,550.00 326 Service Contracts $0.00 $1,500.00 330 Food Purchases $3,500 Dignitary dinner 340 XX Alumni News Convo Expense Total $38,258.00 $39,000.00

ADMISSIONS OFFICE (5502) ‐ REVENUE/RECOVERIES CONVOCATION (5505) ‐ REVENUE/RECOVERIES Budget Line Line Description Est. 2017 Revenue Est. 2018 Revenue Notes Budget Line Line Description Est. 2017 Revenue Est. 2018 Revenue Notes 531 Doc Eval/LoP $0.00 $ ‐ 399 Recoveries $0.00 $ ‐ 503 Transfers from BU Fndn $70.00 $ ‐ 510 Other Revenue $750.00 $ 750.00 Convocation Flowers AO Revenue Total $0.00 $0.00 Convo Revenue Total $820.00 $750.00

2017 Budget $68,228.00 2018 Expenses $78,745.00 Est. 2017 Revenue $20,185.00 Est. 2018 Revenue $15,750.00

130 BRANDON UNIVERSITY ** UNIVERSITY REGISTRAR** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5501 5502 5503 5505 2018/19 2019/20 2020/21 2017/18 REG. ADMISS. SENATE CONVOC REF'NCE PROJ. PROJ. APPROVED 2016-17 EXPENDITURE: OFFICE BUDGET BUDGET BUDGET BUDGET ACTUAL 001 Acad./Sabb/I.A. 21,776 105,169 0 126,945 129,327 131,756 102,604 119,619 003 F.T. Support 356,079 108,079 59,915 0 524,073 542,469 550,664 450,892 430,767 004 P.T. Support 0 0 0000 005 P.T./Student Assistants/Casual 1,218 0 379 1,597 1,610 1,636 1,592 1,435 099/199 Recoveries 0 0 0000 -1,547 100 Benefits 76,573 43,503 17 120,093 138,048 140,231 115,673 110,294 SUB-TOTAL: SALARIES & BENEFITS: 455,646 256,751 59,915 396 772,708 811,454 824,287 670,761 660,568 201/02/06 Travel/Moving/Recruitment 500 300 6,000 6,799 6,799 6,799 836 2,946 204/05/10 Prof. Dev. Allowances 2,500 2,000 0 4,500 4,500 4,500 4,500 2,000 214 Student Travel Fund 0 0 0000 299 Recoveries 0 0 0000 SUB-TOTAL: TRAVEL & MOVING: 3,000 2,300 0 6,000 11,299 11,299 11,299 5,336 4,946 301 Advertising 0 0 400 400 400 400 564 302 Special Allowances 0 0 912 912 912 912 1,384 304 Consumables 2,000 1,500 750 7,000 11,251 11,251 11,251 8,764 12,501 305 Photocopying - Printing 4,000 6,500 2,000 6,500 19,002 19,002 19,002 15,039 15,316 307 Membership Subscriptions 500 0 0 500 500 500 319 490 308 Postage 1,250 10,000 250 1,600 13,100 13,100 13,100 9,789 11,644 309 Telephone - Long Dist. 500 100 250 0 850 850 850 1,040 706 310 Telephone - Rental 1,809 1,650 610 0 4,070 4,070 4,070 2,538 2,953 311 Repairs & Maintenance 125 0 50 0 175 175 175 176 47 312 Other Rentals 0 0 6,000 6,000 6,000 6,000 18,025 6,588 314 Consulting 0 0 0000 317 Special Functions 0 0 6,000 6,000 6,000 6,000 7,338 5,969 326 Service Contracts 0 0 1,500 1,500 1,500 1,500 330 Food 500 0 300 4,010 4,809 4,809 4,809 1,457 4,726 345 Staff Development 510 0 0 510 510 510 354 Fax Expenses 1,000 500 0 1,499 1,499 1,499 781 959 358 Software Licensing 0 0 0000 475 369 Elders 0 0 0000 374 PLAR 1,500 0 0 1,500 1,500 1,500 1,562 907 388 Credit Card Collection Fee 816 0 816 816 816 393 Equipment - furniture (under $1000) 0 0 0000 1,357 399 Recoveries -2,500 0 0 -2,500 -2,500 -2,500 -2,602 *** Unallocated 0 0 0000 SUB-TOTAL: SUPPLIES & OTHER EXPS: 12,011 20,251 4,210 33,922 70,393 70,393 70,393 67,392 63,420 507 Program Revenue -8,800 0 0 -8,800 -8,800 -8,800 -10,000 -4,162 510 Other Revenue -6,250 0 0 -6,250 -6,250 -6,250 -10,000 -4,162 531 Document Evaluation/LOP -6,250 0 0 -6,250 -6,250 -6,250 -10,000 -4,162 SUB-TOTAL: REVENUES -21,300 0 0 0 -21,300 -21,300 -21,300 -10,000 -4,162 901 Equipment purchases 0 0 0000 SUB-TOTAL: EQUIPMENT: 0000000 00 ANNUAL BUDGET: 449,357 279,302 64,124 40,318 833,101 871,847 884,680 733,489 724,772 131 BOBCAT ATHLETICS Memo Date: Feb. 9, 2018

To: Scott Lamont, Vice President, Administration and Finance

From: Russ Paddock

Re: Athletics Budget Submission

Brandon University Athletics engages the community, assists in student recruitment, strengthens alumni relationships, enhances institutional pride and campus spirit through the visibility of Bobcat games and a variety of other programs. The unit strives to develop new initiatives that continue to build on these areas while promoting Brandon University within the region.

The impact and value of BU Athletics has never been higher. Over 60 local businesses support our programs to varying financial commitments. In addition to direct contact via Bobcat games, youth programming and volunteer activities, digital engagement with students, alumni, sponsors, supporters, parents and potential recruits continues to grow. Please see below a brief summary:

Sidearm website – Started in 2012, migrating from BU site to third-party provider. In Canada West, only 2 members (out of 17) remain in-house (MacEwan and TRU). Average views in- season are approximately 75,000 per month.

Facebook – Started in 2010. First year our highest viewed posts would have been about 2,000- 3,000. We now average 2,000-3,000 per post, and our highest post from this past year was over 60,000. Highest viewership total was in February 2017 when we had 120,000+ total views in a 48 hour window. We surpassed 2,000 active followers in July 2017.

Youtube – Started in 2011. In 2012 we had the highest individual video with approximately 3 million views (half-court shot) which led to international media coverage (CNN, ESPN, USA Today, TSN, CBC National News, CTV National News) totaling approximately 25 million media impressions. We’ve maintained over 1,000 active subscribers, although we now have many more opportunities for fans to access video content.

Twitter – Started in 2010 and quickly gained a few hundred followers. While the popularity of Twitter has declined, our audience has remained constant with 2,170 followers on @BUBobcats, @BobcatsGameDay has 233 and @BaileyBobcat has 63. Most of the coaches and our staff have accounts and tweet our content regularly as well.

Instagram – Started in July of 2013, up to 1,267 followers as of this week. A great way to connect visually.

132 Snapchat – Started in 2016 and up to 604 followers already. Excellent way to reach the 15-24 demographic.

Canada West TV and WCG TV – All Bobcat Volleyball and Basketball are televised locally on WCG. While the viewership is not known, athletics staff receive many comments from individuals that watch from home. The Canada West conference has systematically improved the quality of conference webcasts in recent years. As a result, viewership has increased in spite of a pay per view model that has been in place for two years.

Bobcat Game Production – Improving the entertainment experience and thus increasing attendance, has been an Athletics goal since the opening of the HLC. Noteworthy improvements in the past few seasons include: video screen, digital 50-50, electronic ticket scanning, in-game contests, promotions and improved spectator satisfaction relating to food service. Group / VIP seating around the track has increased from the Bobcat Den to now include five areas suitable for twenty guests. These group areas have been booked for the eleven game nights in 2018.

In the past year, Bobcat volleyball, basketball and soccer teams have organized: summer youth sport camps on campus, in-season clinics, competitive youth sport clubs, school and club tournaments, school visits and sport specific camps in many rural communities throughout Manitoba. In addition to these organized instructional programs, youth sport tournaments organized by Bobcat coaches bring over 2500 youth to the HLC for multi-day tournaments. For the 3rd consecutive year the Bobcat school initiative has been very successful. Another 2500 school children from throughout Western MB will visit Brandon University to view live Bobcat action. Approximately 1000 students attended the basketball games vs. University of Saskatchewan on Jan. 26, 2018 and approximately 1500 students attended the volleyball games vs Mount Royal University on Feb. 9, 2018.

The past year has seen several noteworthy events and achievements for the Athletics unit. BU Athletics completed a successful rebrand with professionally developed logos and wordmarks. The Bobcat Women’s Soccer team captured its second consecutive Manitoba Collegiate Athletic Conference Championship. The Bobcat Men’s Basketball team and Men’s volleyball team have qualified for Canada West play-offs in 2018 with the Men’s volleyball team being ranked in the Top 5 in the country for most of the 2017-18 season. For the third straight year all four volleyball and basketball teams played intra-squad games in September 2017, in rural Manitoba schools (Carmen, Melita, Neepawa and Shilo).

Also, in October during Homecoming, another group of alumni was inducted into the Dick and Verda McDonald Sports Wall of Fame with 400 people in attendance. Each inductee’s video have had 10000 to 20000 views on facebook. A football reunion was also part of the weekend with over 100 former College Caps / Bobcat football student athletes and guests from 1950 to 1973 in attendance.

Planning is well underway for the 2018 Wall of Fame Induction ceremony that will connect with BU Homecoming and a College Cap / Bobcat basketball reunion that is expected to be well attended.

133 BU Athletics is also embarking on a new initiative for 2018 by taking over an established charity golf tournament. The Bobcat Birt Cup will take place on July 13, 2018 with funds raised being contributed to the Bobcat Birt Cup Athletic Scholarship endowment fund and local charities.

These initiatives have increased positive interaction with the community and alumni for the unit and for the University while creating greater awareness of Brandon University throughout the province, region and country. BU Athletics programming brings tens of thousands of individuals to campus annually and connects with people off campus which strengthens student recruitment initiatives of the university in general.

These initiatives have also enhanced campus partnerships. Advancement and External Relations has hosted several successful alumni events at Bobcat games and has also worked closely with Athletics to incorporate the Wall of Fame Induction into BU Homecoming. The Recruitment and Retention area utilizes a number of Bobcat events to meet potential new students to Brandon University.

The Brandon University Sports Medicine Clinic now provides Athletic Therapy services through the BU Athletic Therapist and Physiotherapy services via a new partnership with Dynamic Physiotherapy and Sports Injuries Clinic. Future plans include adding massage therapy services and potentially other professionals in the SMC. Significant investment and construction were required to meet building code requirements, allowing Dynamic Physio to operate in conjunction with BU Athletic Therapy. A minimum of three years of SMC revenue generation will be required to pay off the cost of bringing the building space up to code.

Future Plans 2018-19 – BU athletics needs to develop a more comprehensive program to support student athletes from a Sports Science perspective. The Athletic Director will work with the Athletic Therapist to increase support to athletes and coaches in the areas of strength and conditioning, nutrition, sport psychology, mental health and recovery among other areas. Additional funding will be raised by the teams and the unit to provide improved support through a centrally coordinated system. These enhancements will improve the profile of the Bobcat teams, support their pursuit of excellence and assist in the recruitment of the best student athletes. 2019-20 - Additional funding is requested to partner with the Music Faculty to create a Brandon University Pep band. Required sessional stipends for the Faculty of Music to lead this program are unknown at this time. This program would make us unique compared to most other Canadian Universities and in many ways it would be a natural fit for Brandon University. The BU music program and the athletic program are both well-known across the country. Creating a pep band with BU students would raise the profile of both programs by showcasing the talent of the music students to a new audience while enhancing the quality and reputation of the Bobcat game experience. The pep band could also be utilized at other university functions to create positive atmosphere and generate school spirit. The amount of one-time funding requested to purchase equipment is $30 000 (equipment could be purchased in stages). $5000 of permanent funding would be require to provide honourariums to band members. Dialogue with the Dean of Music is required.

134 2019-20 and beyond - Brandon University, as a member of the Manitoba Colleges Athletic Conference (MCAC), is currently in the process of applying for membership to the Canadian Colleges Athletic Conference (CCAA). A successful application would mean a national championship berth for the winner of the MCAC in men’s and women’s soccer. This will involve the potential of some additional funding to attend a national championship.

Notes on current budget

USPORTS - An increase in fees is coming, but the amount is not yet known (estimate is $2500) (5401-415). Canada West – An increase in fees is not expected for 2018-19 (5401-416).

Sport Manitoba support – There is some concern regarding the stability of Sport Manitoba’s financial support. Support was cut by 27% four years ago. A portion of the financial support has traditionally come from sending volunteers to assist in Bingo operations in Winnipeg. Over the years the number of required volunteers required steadily declined to the point where no volunteers are now required. During the 2017-18 year, BU Athletics has continued to receive the funding from this program ($13 500). How this component of the Athletics budget will be affected in the future is unknown.

135 BRANDON UNIVERSITY ** ATHLETICS ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5401 5402 5403 5404 5405 5406 5407 5499 2018/19 2019/20 2020/21 2017/18 ATHLETIC CARRY REF'NCE ADMIN LEAGUE FUND PROJ. PROJ. APPROVED EXPENDITURE: ADMIN M.B.B. W.B.B M.V.B W.V.B. THERAPY CANTEEN FWD BUDGET PLAY RAISING BUDGET BUDGET BUDGET 001 Director/Coaches/Therapist 87,870 38,726 60,560 69,412 79,007 60,663 0 0 396,239 396,239 438,913 445,724 313,758 002 Sessionals -18,615 -18,615 -18,615 -18,616 -18,616 003 Support 115,204 0000000115,204 103,596 11,608 120,389 121,359 110,770 004 Game Management salaries 15,000 0000010,000 0 25,000 15,000 10,000 25,000 25,000 4,000 005 Student Assistants 0 2,050 2,050 2,050 2,050 3,500 15,000 0 26,700 26,700 26,700 26,700 26,700 006 Assist. Coaches/Soccer Coaches 18,411 3,500 3,500 3,500 3,500 0 0 0 32,411 32,411 32,411 32,411 29,608 007 Major/Minor Officials 0 3,000 3,000 3,000 3,000 0 0 0 12,000 12,000 12,000 12,000 12,000 1XX Benefits 34,726 8,210 9,932 12,564 12,878 10,313 0 0 88,622 88,622 127,359 128,915 74,294 SUB-TOTAL: SALARIES & BENEFITS: 271,211 55,486 79,042 90,526 100,436 55,861 25,000 0 677,561 569,842 59,411 48,308 764,155 773,493 571,130 203 League travel 0 51,736 51,736 64,076 64,076 0 0 0 231,626 231,626 236,258 240,983 245,084 206 Recruitment staff 0 000000000 00 211 Exhibition travel 0 10,000 10,000 10,000 10,000 0 0 0 40,000 40,000 40,800 41,616 40,000 201 Departmental travel 16,402 000000016,402 16,402 16,730 17,064 16,080 221 Playoff Travel 0 00000000 00 231 Recruitment travel 0 6,624 6,624 6,624 6,624 0 0 0 26,496 26,496 27,025 27,566 25,976 SUB-TOTAL: TRAVEL & MOVING: 16,402 68,360 68,360 80,700 80,700 0 0 0 314,523 42,897 231,626 40,000 320,813 327,230 327,140 301 Advertising 17,076 000000017,076 17,076 17,417 17,766 14,082 304 Consumables 12,240 5,575 5,575 5,575 5,575 7,039 0 0 41,580 41,580 42,412 43,260 40,765 305 Photocopying - Printing 1,126 224 224 224 224 224 0 0 2,248 2,248 2,293 2,339 2,204 307 Memberships/subscriptions 448 581 581 581 581 0 0 0 2,773 2,773 2,829 2,885 2,719 308 Postage 408 0000000408408 416424400 309 Telephone - LD 2,856 1,465 1,465 1,465 1,465 73 0 0 8,788 8,788 8,964 9,143 8,616 310 Telephone - Rental 1,032 687 344 344 344 344 0 0 3,095 3,095 3,157 3,220 3,034 311 Repairs & Maintenance 788 0000000788788 804820773 314 Consulting 0 2,040 2,040 2,040 2,040 0 0 0 8,160 8,160 8,323 8,490 8,000 317 Athl Direct. Mtgs./News Conf. 0 000000000 00993 321 Insurance 0 000039400394394 402410386 328 Provision Account* 2,040 00000002,040 2,040 2,081 2,122 800 357 Software 2,550 00000002,550 2,550 2,601 2,653 2,500 354 Fax expenses 255 0000000255255 260265250 378 Special allocations 5,259 00000005,259 5,259 5,364 5,472 2,156 393 Equipment <$1000 1,126 00000001,126 1,126 1,149 1,172 1,104 399 Recoveries 0 000000000 00 *** Unallocated 000000000 00 SUB-TOTAL: SUPPLIES & OTHER EXPS: 47,205 10,573 10,230 10,230 10,230 8,074 0 0 96,541 89,242 0 7,299 98,472 100,441 88,782 502 Merchandise - revenues -3,850 -3,850 -3,850 -3,850 -3,850 -3,850 403 Scholarships 20,796 20,796 20,796 20,796 20,796 20,796 503 BUF Donations 0 0 000 405 Bingo - expenses 0 0 000600 505 Bingo - revenues -14,905 -14,905 -14,905 -14,905 -14,905 -13,500 406 CIS/CW playoff - expenses 3,021 3,021 3,021 3,021 3,021 2,962 506 CIS/CW playoff - revenues -13,949 -13,949 -13,949 -13,949 -13,949 -13,675 407 Hall of Fame - expenses 3,500 3,500 3,500 3,500 3,500 2,500 507 Hall of Fame - revenues -2,500 -2,500 -2,500 -2,500 -2,500 -2,500 408 Awards banquet - expenses 10,200 10,200 10,200 10,200 10,200 5,000 508 Awards banquet -revenues -1,326 -1,326 -1,326 -1,326 -1,326 -300 409 Parent/Alumni Receptions 2,040 2,040 2,040 2,040 2,040 2,000 412 August Sport Camp Expense 1,000 1,600 1,600 1,600 1,600 7,400 7,400 7,400 7,400 6,400 512 August Sport Camp Revenues 0 -6,038 -6,038 -6,038 -6,038 -24,152 -24,152 -24,152 -24,152 -24,152 415 General CIS Expenses 18,870 18,870 18,870 18,870 18,870 13,500 416 General CW Expenses 85,816 85,816 85,816 85,816 85,816 71,133 515 Inter-Department Transfers 17,000 17,000 17,000 17,000 17,000 422 Bobcat Den liqour - expenses 0 10,000 10,000 10,000 10,000 10,000 3,000 522 Bobcat Den liqour - revenues 0 -25,000 -25,000 -25,000 -25,000 -25,000 -5,000 1:35423 Bobcat Den snack - expenses 30,200 30,200 30,200 30,200 30,200 200 136 BRANDON UNIVERSITY ** ATHLETICS ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5401 5402 5403 5404 5405 5406 5407 5499 2018/19 2019/20 2020/21 2017/18 ATHLETIC CARRY REF'NCE ADMIN LEAGUE FUND PROJ. PROJ. APPROVED EXPENDITURE: ADMIN M.B.B. W.B.B M.V.B W.V.B. THERAPY CANTEEN FWD BUDGET PLAY RAISING BUDGET BUDGET BUDGET 523 Bobcat Den snack - revenues 0 -45,200 -45,200 -45,200 -45,200 -45,200 -2,200 424 Bobcat Nation - expenses 1,000 1,000 1,000 1,000 1,000 1,000 524 Bobcat Nation Kids Club - revenues -300 -300 -300 -300 -300 -300 425 Fundraising - expense 1,000 1,000 1,000 1,000 1,000 1,000 525 Fundraising - revenue -2,028 -2,028 -2,028 -2,028 -2,028 -2,028 426 Men's Soccer 15,000 15,000 15,000 15,000 15,000 15,000 427 Women's Soccer 15,000 15,000 15,000 15,000 15,000 15,000 526 Soccer - revenue 0 0000 428 Cheerleading - expense 1,500 1,500 1,500 1,500 1,500 1,000 429 Curling - expense 1,500 1,500 1,500 1,500 1,500 529 Curling - revenue 0 0 000 430 Game Management - expense 12,394 12,394 12,394 12,394 12,394 10,151 530 Game Mgmnt - revenues (gate) -26,579 -26,579 -26,579 -26,579 -26,579 -26,399 531 Season Ticket - revenue -14,000 -14,000 -14,000 -14,000 -14,000 -14,000 432 Raffle - expenses 1,000 1,000 1,000 1,000 1,000 532 Raffle - revenues 0 0 000 533 Sport Manitoba -37,740 -37,740 -37,740 -37,740 -37,740 -37,302 5XX Athletic Therapy - revenues 0 -2,500 -2,500 -2,500 -2,500 -2,500 -2,500 438 Guarantees paid 0 000 538 Guarantees received in cash 0 0 000 439 Sponsorship Expenses 5,000 5,000 5,000 5,000 5,000 2,000 539 Sponsorship - revenues -76,978 -76,978 -76,978 -76,978 -76,978 -64,555 570 Employment grant 0 000 SUBTOTAL OTHER PGM REV/EXP 21,482 -4,438 -4,438 -4,438 -4,438 -2,500 -30,000 0 -28,770 -29,326 95,573 -95,017 -28,770 -28,770 -39,019 901 Renovations and Equipment 0 000000000 00 SUBTOTAL RENOV AND EQUIP 0 00000000000000 ANNUAL BUDGET: 356,299 129,981 153,194 177,017 186,928 61,435 -5,000 0 1,059,855 672,655 386,610 590 1,154,670 1,172,394 948,033

137 To Whom It May Concern:

Brandon University Campus Recreation will not need any additional staffing for the 2018‐19 academic year. We are operating very well with the student assistants in charge of supervising our intramural programming, as well as the consultants that we have hired for our fitness classes.

After evaluating the budget and revenue coming in, we have worked with Deb Berken to analyze the data on who are clients are, and are developing new programs to attract even more participants. In our Strategic plan we looked to generate an additional 4‐6%, roughly $1400 for the year. We are extending 2 programs, our Yoga in the Yard program for the spring, and well as an outdoor Boot camp. We hope to make an additional $2000 nd on these 2 programs, as well as extending our Pickleball program into the 2 semester.

Sincerely,

Gil Cheung

Brandon University Campus Recreation Director

138 BRANDON UNIVERSITY ** CAMPUS RECREATION ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5411 5413 5498 2018/19 2019/20 2020/21 2017/18 FITNESS/ CAM-REC CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: CLUBS ADMIN FWRD BUDGET BUDGET BUDGET BUDGET ACTUALS ACTUALS ACTUALS 001/002 Academic FT/PT 0 38,726 0 38,726 38,726 38,726 37,781 37,073 36,333 42,677 005 Student Assistants 3,000 3,000 0 6,000 6,000 6,000 6,000 12,420 5,570 4,861 1XX Benefits 450 6,259 0 6,709 5,367 8,945 7,239 6,038 5,977 5,668 SUB-TOTAL: SALARIES & BENEFITS: 3,450 47,985 0 51,435 50,093 53,671 51,020 55,531 47,880 53,206 201/02/06 Travel/Moving/Recruitment 0 473 0 473 483 492 464 478 758 SUB-TOTAL: TRAVEL & MOVING: 0 473 0 473 483 492 464 478 758 0 301 Advertising 0 1,040 0 1,040 1,061 1,082 1,020 1,062 280 1,190 304 Consumables 0 2,122 0 2,122 2,164 2,207 2,080 4,079 6,325 305 305 Photocopying - Printing 0 312 0 312 318 325 306 41 247 31 308 Postage 0 42 0 42 43 44 41 10 309 Telephone - Long Dist. 0 520 0 520 531 541 510 38 39 425 310 Telephone - Rental 0 1,030 0 1,030 1,051 1,072 1,010 318 636 953 311 Repairs & Maintenance 0 104 0 104 106 108 102 314 Consultants 2,081 0 0 2,081 2,122 2,165 2,040 5,730 7,821 5,802 354 Fax expenses 0 60 0 60 61 63 59 357/358 Software/licencing/support 0 1,457 0 1,457 1,486 1,515 1,428 1,370 1,488 1,130 393 Equipment - furniture (under $1000) 0 1,090 0 1,090 1,112 1,134 1,069 1,952 125 2,018 399 Recoveries 000 -431 *** Unallocated 0 0 0 0 0 0 SUB-TOTAL:SUPPLIES & OTHER EXP.: 2,081 7,778 0 9,858 10,055 10,257 9,665 14,590 16,961 11,433 400 Program Expenses 0 0 0 0 0 0 600 Program Revenues -600 0 0 -600 -612 -624 -600 -10 411/611 Soccer -100 0 0 -100 -102 -104 -100 -95 616 Table Tennis 0 0 0 0 0 0 -191 -169 617 Ultimate Disc 0 0 0 0 0 0 422/622 Badminton -5,371 0 0 -5,371 -5,478 -5,588 -5,371 -7,296 -6,135 -7,003 423/625 TRX -760 0 0 -760 -775 -791 -760 -1,162 -737 430/630 Swim/Skate program 5,000 0 0 5,000 5,100 5,202 5,000 244 223 386 431/631 HIIT 0 0 0 0 0 0 -1,297 -352 432/632 Racquetball 0 0 0 0 0 0 -2,954 435/635 Yoga -1,500 0 0 -1,500 -1,530 -1,561 -1,500 -2,425 -2,553 636 Boot Camp -300 0 0 -300 -306 -312 -300 -1,377 -410 -280 638 Pilates -300 0 0 -300 -306 -312 -300 -343 -857 639 Cardio 000 -120 440/640 Zumba -1,500 0 0 -1,500 -1,530 -1,561 -1,500 -267 -557 -1,287 641 Tabata 000 -76-286 442/642 Swing Dance -500 0 0 -500 -510 -520 -500 -76 316 644 Kickboxing 0 0 0 -1,381 -2,200 -229 647 Multi-Sport Toddler/Youth Camp 0 0 0 -4,230 -3,795 570 Employment Grant - Provincial 0 0 0 -2,932 SUB-TOTAL: PROGRAM EXPS/REVS: -5,931 0 0 -5,931 -6,050 -6,171 -5,931 -18,749 -17,477 -15,687 9xx Equipment purchases 0 0 0 0 0 0 2,276 SUB-TOTAL: EQUIPMENT: 0 0 0 0 0 0 0 0 2,276 0 ANNUAL BUDGET -400 56,236 0 55,835 54,582 58,249 55,218 51,850 50,398 48,952 139 Healthy Living Centre Memo Date: Feb. 9, 2018

To: Scott Lamont, Vice President, Administration and Finance Susan Smale, Director of Business Operations

From: Russ Paddock

Re: HLC Budget Submission

The Healthy Living Centre is a well-used facility on the Brandon University campus. It is home to the Brandon University Bobcats, BU Campus Recreation, BU Mini-University and the Department of Physical Education. Two new partnerships have started operation in the HLC in the past year. Within the BU Sports Medicine Clinic, Dynamic Physiotherapy and Sports Injuries Clinic has been operating daily since mid-January 2018. The second partnership is the High Performance Centre that started in September 2017. It provides training space for Sport Manitoba pathway athletes as well as BU student athletes.

The Healthy Living Centre celebrated 5 years of operation in January of 2018. A successful week of activities marked this milestone which was combined with an annual “try it for free” week. New members were gained from this initiative and members that have been with the HLC for all 5 years were recognized for their dedication and support of the facility.

The HLC Fitness Centre and track support the health and wellness of the BU campus and the broader community. 1790 of BU’s students have validated their access to the facility this year. There are currently and additional 857 active community members (307 – Fitness Center / 550 Track only). Youth programming in the HLC occurs throughout the year via mini-U, summer sports camps and many other initiatives including Junior Bobcat Basketball, Mini-Cats Volleyball and Rising Stars.

The BU Bobcats attract well over 10 000 spectators throughout the season. In addition, the HLC also hosts at least 10 large tournaments annually that can include as many as 700 athletes and thousands of spectators per event. Many adult sport groups are also weekly users of the HLC throughout the year. The largest of these is the Brandon Co-ed Volleyball league that organizes most of the games for its 55 team league in the HLC on Thursday nights from September to April.

A large number of community events are held at the HLC each year. Notable additions for 2017 included the HLC playing host to Manitoba Special Olympics in June and also the High School Graduation ceremonies of 2 Brandon Highs Schools. April 2018 will see the Western Manitoba Science Fair hosted on campus in the HLC for the first time.

140 Future Plans

While the gymnasiums and the walking track are used extensively throughout the year, there is still room for growth with improved marketing and adjustments to gymnasium scheduling. However, the fitness centre is one of many in a competitive marketplace in Brandon. The opening of Good Life Fitness has added another large fitness facility to the community. Fitness memberships are down approximately 30% in the 18-24 and 25-54 age groups. Future goals will include regaining members in those age groups while continuing to expand track memberships. Initiatives will be developed to encourage track members to become full members and also to present updated marketing plans to attract corporate memberships. Additionally, after five years in use, more resources will need to be dedicated to fitness centre maintenance and renewal to maintain and increase interest in the fitness facility.

Moderate fee increases will be implemented for track memberships and gym rental rates. After 5 years of operation, it is a good time to review all rates and processes. This occur over the next 12 months. Communication with members is one area that requires improvement and will be analyzed as we change over to an updated ‘Booking” software system in the coming months and a website update in the summer of 2018.

The HLC and Athletics units will work together more closely in the future, seeking operating efficiencies related to staffing, marketing, advertising and programming among other areas. Hiring a facility coordinator is the first step in modifying the staff structure in the HLC. A program assistant will also be required to provide support to existing staff as work duties of HLC and Athletics staff are adjusted to take advantage of skills and experience.

141 BRANDON UNIVERSITY ** HEALTHY LIVING CENTRE ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 2018/19 2019/20 2020/21 2017/18 GREEN- CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: HLC SPACE FWD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTU AL SALARIES & BENEFITS 003 Full-Time Support 220,388 220,388 228,889 233,943 248,636 231,417 196,048 190,610 004 Part-Time Support 19,873 19,873 20,767 21,183 005 Student Assistants 84,252 84,252 84,947 86,327 84,000 107,836 110,356 101,798 018/019 Cleaners (charge from PP) 171,340 171,340 175,624 175,624 180,325 147,980 71,164 64,968 100 Benefits 50,000 50,000 53,536 54,632 41,580 54,744 46,023 43,395 099/199 Recoveries (5,000) (5,000) (5,000) (5,000) (10,000) (9,258) (4,757) (4,437) SUB-TOTAL: SALARIES & BENEFITS: 540,854 0 0 540,854 558,763 566,709 544,541 532,719 418,834 396,334 201/02/06 Travel/Moving/Recruitment 400 400 408 416 400 1,337 41 396 204/05/10 Prof. Dev. Allowances 2,000 2,000 2,000 2,000 2,000 3,056 2,400 0 0 2,400 2,408 2,416 2,400 4,393 41 396 301 Advertising 10,000 10,000 10,200 10,404 10,000 5,060 6,346 3,606 304 Consumables 5,000 5,000 5,100 5,202 3,000 3,141 5,406 4,934 305 Photocopying - Printing 5,000 5,000 5,100 5,202 3,500 4,415 4,846 3,926 308 Postage 200 200 204 208 350 326 252 61 309 Telephone - Long Dist. 1,000 1,000 1,020 1,040 1,020 1,204 826 1,005 310 Telephone - Rental 1,300 1,300 1,326 1,353 1,310 1,312 1,271 1,271 311 Repairs & Maintenance 44,000 11,000 55,000 56,100 57,222 53,000 49,705 42,148 26,769 312 Other Rentals 3,500 3,500 3,570 3,641 3,100 3,437 3,356 3,444 314 Consulting/Professional Fees 0 0 0 0 970 320 Licences 135 135 138 140 135 136 141 641 322 Cleaning Supplies 8,000 8,000 8,160 8,323 10,000 12,107 7,857 8,275 325 Security Services 0 0 0 0 100 0 328 Prov. for Replace. (equip & floor sanding) 5,300 5,300 5,406 5,514 5,300 (14,575) 329 Service Contracts 4,300 4,300 4,386 4,474 4,300 4,235 4,241 711 330 Food Purchases 0 0 0 0 149 264 241 345 Staff Development/Training 900 900 918 936 900 615 0 354 Fax expenses 350 350 357 364 370 318 418 558 358 Software 11,000 11,000 11,220 11,444 12,000 10,934 12,498 10,658 361 Fitness Centre replaments/repairs 6,500 6,500 6,630 6,763 5,000 4,267 2,544 4,761 362 Membership equipment/supplies 6,500 6,500 6,630 6,763 6,000 6,512 5,463 6,224 384/6/8 Bad debt/Credit Card Collection 10,000 10,000 10,200 10,404 10,000 11,605 7,858 6,628 393 Equipment - furniture (under $1000) 8,000 8,000 8,160 8,323 8,000 5,434 11,374 17,732 399 Recoveries -11,000 (11,000) (11,220) (11,444) (13,000) (11,974) (12,117) (3,345) 461/661 Community Outreach -2,000 (2,000) (2,040) (2,081) (5,600) (200) (4,146) 747 515 Contribution from Athletics (60%) -6,500 (6,500) (6,630) (6,763) (6,500) (9,904) 8XX Utilities 85,000 85,000 85,000 85,000 88,000 84,582 86,337 92,951 *** Unallocated 0 (10,302) (4,340) (3,570) SUB-TOTAL: SUPPLIES & OTHER EXPS: 202,985 4,500 0 207,485 199,633 208,093 196,715 187,416 188,153 177,223 501 Merchandise Revenue (500) (500) (510) (520) (638) (497) 505 Card Replacement (500) (500) (510) (520) (850) (654) (2,425) (9,468) 142 506 20 Visit Punch Card (7,000) (7,000) (7,140) (7,283) (9,450) (9,324) (6,921) (3,861) 507 10 Visit Punch Card (10,000) (10,000) (10,200) (10,404) (9,000) (11,264) (14,644) (15,092) 510 Student Fitness Fee (240,000) (240,000) (244,800) (249,696) (213,000) (203,461) (193,922) (172,417) 511 HLC Adult 18-24 (16,000) (16,000) (16,320) (16,646) (22,000) (21,702) (25,572) (19,965) 512 HLC Adult 25-54 (30,000) (30,000) (30,600) (31,212) (38,000) (37,940) (38,274) (31,271) 513 Membership Seniors >69 (20,000) (20,000) (20,400) (20,808) (17,000) (18,218) (17,876) (14,399) 514 HLC Senior +70 (14,000) (14,000) (14,280) (14,566) (10,000) (9,365) (6,400) (4,822) 515 HLC Youth 14-17 (6,000) (6,000) (6,120) (6,242) (10,000) (9,522) (9,311) (10,519) 516 HLC Youth <14 (800) (800) (816) (832) (800) (953) (708) (1,374) 518 HLC Alumni (19,000) (19,000) (19,380) (19,768) (20,000) (22,039) (23,399) (18,825) 519 HLC Faculty & Staff (10,000) (10,000) (10,200) (10,404) (11,500) (11,665) (9,832) (8,181) 520 HLC Day Pass (10,000) (10,000) (10,200) (10,404) (14,000) (15,606) (17,828) (19,226) 521 Track Only 18-24 (1,000) (1,000) (1,020) (1,040) (1,000) (1,179) (950) (3,629) 522 Track Only 25-54 (27,000) (27,000) (27,540) (28,091) (23,000) (23,345) (18,909) (21,305) 523 Track Only 55-69 (25,000) (25,000) (25,500) (26,010) (25,000) (23,526) (16,708) (18,421) 524 Track Only Seniors +70 (8,000) (8,000) (8,160) (8,323) (8,000) (6,891) (4,733) (3,890) 525 Track Only Youth 14-17 (100) (100) (102) (104) (100) (16) (352) (665) 528 Track Only Alumni (3,500) (3,500) (3,570) (3,641) (2,500) (2,509) (2,451) (4,132) 529 Track Only Faculty & Staff (1,600) (1,600) (1,632) (1,665) (1,600) (1,651) (1,483) (1,152) 530 Day Pass - U14 (500) (500) (510) (520) (500) (671) (499) 533 Misc. Revenue (500) (500) (510) (520) (500) (430) (1,568) (7,662) 535 Locker Rental -Yearly (2,500) (2,500) (2,550) (2,601) (3,500) (3,577) (3,428) (4,142) 539 Sponsorship Revenue - - - - (5,000) (240) (250) 540 Facility Rental (78,000) (78,000) (79,560) (81,151) (70,000) (66,640) (48,196) (46,995) 541 Service Rental - - - - (5,500) (5,763) (1,334) (870) 550 Equipment Rental - - - - (250) (251) (49) 551 Therapist Recoveries - - - - (600) (50) (550) (1,200) 552 Personal Trainer Revenue (3,500) (3,500) (3,570) (3,641) (5,350) (3,851) (4,665) (4,738) 570 Employment Grant - Provincial - - - - (10,000) (9,801) (15,328) 580 Food Sales Commissions/ Vending (4,000) (4,000) (4,080) (4,162) (4,500) (1,380) (2,020) (735) 581 Advertising Revenue (5,086) (5,086) (5,188) (5,291) (5,000) SUB-TOTAL: REVENUES: (544,086) 0 0 (544,086) (554,968) (566,067) (547,500) (524,122) (490,783) (449,255) RENOVATIONS & EQUIPMENT 9xxRenovations & Equipment Purchases 000000 10,98618,82652,379 SUB-TOTAL: RENOV.& EQUIP: 0 0 0000 010,98618,82652,379 ANNUAL BUDGET: 202,153 4,500 0 206,653 205,836 211,151 196,156 211,392 135,071 177,077

143 Administration and Finance Budget Submission for the 2018‐2019 Operating Budget With a Three‐year Outlook to 2021

The budget of Administration and Finance is for a specific subset of the responsibilities of this office as follows:  Human Resources  Financial and Registration Services  Physical Plant  Office of the Vice‐President Other budget units responsible to this office will submit separately and are as follows:  Information Technology Services  Healthy Living Centre  Athletics  Recreation Services  Ancillary Services

Trends and issues, Unit Program Plans and Activities, and Potential Impacts

Human Resources:

1. Canadian Human Resources Trends

Morneau Shepell’s annual Trends in Human Resources survey canvasses Canadian employers on what they are planning for in the coming year and asks HR Leaders about the opportunities and challenges they face. The top three areas identified by HR leaders for 2018 are:

 Improving employee engagement (65%)  Attracting and retaining employees with the right skills (56%)  Helping organizations adapt better to ongoing change (55%) These trends largely align with the initial Guarding Minds @ Work survey results and support the Human Resources Strategic Plan.

2. Human Resources Strategic Plan

a. Process Improvement & Maximizing Operational Efficiencies There are a number of opportunities within the Human Resources department and the university at large, to address traditional and antiquated processes in an effort to bring the organization forward to current day standards. Many processes continue to be manual where technology would serve to support better consistency, automated work flows and enhanced reporting. Process review has begun in HR and will continue over the next three years with the initial focus on recruitment and selection, followed by onboarding and talent management.

144 b. Employee Engagement In 2014, Brandon University conducted the Guarding Minds @ Work survey across the institution. While there were a number of areas that reflected serious or significant concerns, the top four were Psychological Support, Organizational Culture, Clear Leadership & Expectations and Civility & Respect. There was a focused effort (education & awareness) on the last item and addressing civility & respect in the organization in 2015. Human Resources will roll‐out the Guarding Minds Organizational Review and Survey again mid‐2018 to assess the results against the initial survey in 2014 and determine where gaps remain. The results will help to inform a plan targeted at key areas of concern with the ultimate goal of improving employee engagement across the university. While it is not expected that the survey will have a significant cost, the results may identify areas of concern that may require action with possibly additional financial resources.

c. Change Management & Accountability Process improvement initiatives and increasing employee engagement will inevitably require changes to the way in which we do things. Adopting a sound change‐management philosophy and practices will be critical for management across the institution to support these changes. In addition, adopting a culture of accountability goes hand‐in‐hand with ensuring changes are implemented accordingly, and more importantly, sustained in order to create an environment of transparency and trust.

Change Management education and awareness training will require additional funding if it is implemented for all managers as well as participants of the LEAD (Leadership, Exploration and Development) professional development program in 2019. The approximate cost will be $15,000.

Financial and Registration Services:

Trends:

 The numbers of student payment arrangements are increasing. In two years we have seen a 50% increase.  Students are increasingly questioning each separate fee assessed and challenging their relevance.  Students prefer to select courses online, rather than in person. In two years we have seen a 24% increase in online registrations.

Strategies:

 Investigate needs and options for student financing. What is needed to help students meet their financial obligations and are there services that we could be providing that could further help them.  A review of student fees and structures is needed. The outdated student financial administrative system is complicated and fails, resulting in required corrections to student accounts.  We continue to evaluate processes and student experiences; to provide the best service experience we can offer. We look for efficiencies in processes to maximize productivity. We encourage units to seek assistance from other units where possible, to create collaboration and efficiency between units.

145 Savings/Needs:

 The structural change of moving the Registration Clerk to the Registrar’s Office, improved communication between the Finance and Registrar’s offices and means external revenue streams for processing letters of permission and exam invigilation services have moved away from our area.  Efficiencies have been found and realized by reducing staffing levels by two positions in the past five years (excluding the Registration Clerk position). The most recent is proposed to move a Finance Clerk position to Physical Plant, with tasks that had been picked up from Physical Plant over the years, to improve the effectiveness of the position and broaden the range of tasks performed and supports in Physical Plant.

Print & Mail Services: The Mail Room is an essential service to the University, while Print Services is not being utilized to its full potential. More areas are taking care of their own printing needs, either with their own equipment, or out‐sourcing to other print services. This operation needs to be reviewed, in conjunction with the Director of Business Operations, to make a recommendation on the future of the operation. Major equipment will require renewal in the near future so how these services will be used in the future will be important to understand.

Physical Plant:

Strategic Direction Physical Plant plans to begin to manage more small to medium‐sized projects from within the department that have previously been managed by architectural and external construction firms. Recent experience in 2017‐18 has demonstrated that savings in the tens of thousands of dollars are available if projects can be managed in‐house. In some cases, the construction resources will be in‐ house trades, and in some instances, the work will still be contracted out when BU does not have the resources or equipment to do the job. However, we have shown that in both of these types of projects, savings can be realized through managing more of the work in‐house. The Director of the Department, the Supervisor Maintenance, and Supervisor Buildings and Grounds, all have project management backgrounds and skills. A position moved from Financial and Registration Services will provide Project Coordination support in the form of accounting, resource tracking, and project scheduling.

Budget:

 Projects to be completed over the next three years include the #1 Boiler in the Steam Plant, which has been on cold standby for over a year and a half with a corroded chimney. o (est. $15‐20,000).  A refrigeration compressor in the Health Studies Building is not working and this places stress on the remaining equipment. This equipment needs to be replaced this year. o (est $15,000).  Creating public access from the foyer in front of the Library, Evan Theatre and Indigenous Peoples’ Centre to the main floor washrooms in the Library by installing a retractable gate at the Library entrance. o (est. $10,000).

146  There is also a three phase project in the planning stage for the Library o To increase basement emergency egress o To create public access to the existing freight elevator to augment the freedom lift o To build semi‐private group study space.  An improved Work Request and work management system to provide scheduling and progress feedback to customers, to track costs and man hours, and to see trends and issues in the department related to construction and maintenance is needed. We have begun the process of shopping for a Computerized Maintenance Management Software (CMMS) program. This may take up to one year to come to fruition as we focus on process improvement before implementing a new system. o (est $10‐15,000).  The newly requested Multi‐faith prayer space for Student Services will also need to be done in the next year.

Vice‐President’s Office:

There are a wide range of projects and strategic initiatives either underway or waiting to be launched. Almost all have resource implications. Many are very significant requiring firstly determination of strategic direction, and then identification of sources of resources and strategies to achieve the goals.

 Downtown – The University of Winnipeg Community Renewal Corporation is currently conducting a pre‐development study of the project. The final report is due for Board consideration in March of 2018. Once the Board has determined what will be the next steps, this project will continue to require at least time, if not financial resources, until it is taken to a conclusion over the next three years.

 Student housing – There are a number of initiatives related to student housing currently in various stages of development. McMaster Hall plumbing and associated renovations will require up to $6 million to complete. Student family housing in one of several potential locations, including the Downtown will also require resources, although these are not competing projects in the sense that any family housing is expected to be largely self‐supporting.

 Brodie Science Building – Constructed in 1969, this building is both in need of renovation and updating to meet the future needs of the Faculty. In the next year, a comprehensive review will be conducted that will frame what is most urgently needed for that building. Resources for that review have been identified from the sale of the University.

 Enterprise Resource Program (ERP) – Brandon University has an in‐house developed student record and financial record software system that was developed in the 1980s and updated through in‐house programming since. It does not meet the standards of current integrated packages available and used by the vast majority of North American universities and colleges. As importantly, the staff who were instrumental in developing the package originally, and who have maintained and updated it subsequently, are nearing retirement and while other staff are familiar with the system, continuing to operate in this way is not wise if achievable options can be identified. o While current system functionality based on “best practice” operating systems is crucial as well as integration of systems and data to allow for efficient and comprehensive data analysis to inform future decisions. At minimum, Student Records,

147 Financial Records, Human Resources, Fundraising and Alumni Relations, and Institutional Data Analysis have to share information (be integrated). The only currently integrated elements of this list are Student and Financial Records. o Process mapping, process improvement, and change management are as important in this process as finding the right package. Many current practices are inconsistent with best practice at other institutions and with most ERP systems. o For purposes of this document, I will not list the many shortcomings of our current systems. Suffice it to say that any system developed in the 1980s will not reflect current best practice in any sense. o We have not identified a preferred system at this point. We understand the cost will be $2‐5 million at least and will have to be financed over a number of years. Implementation of a complete system will take 2‐5 years and will be human resource intensive. Ongoing costs to maintain a complete system will also exceed current budget allocations for IT Service in the BU Operating Budget.

 File server and database relocation to Winnipeg – IT Services has been working with Merlin to move file servers currently housed and maintained within BU in Brandon, to a Merlin site in Winnipeg, where it will be both housed and maintained. For speed of processing and reliability and for security management, we are currently expecting to move the associated databases to Winnipeg as well. This is expected to increase reliability will reduce the annual cost from over $300,000 to less than $50,000. This will be completed in the next year.

 Budget sustainability – Brandon University finds sufficient resources to fund the budget every year so that operating debt is not required. However, for a number of years, that has required the annual use of surplus funds to cover ongoing expenses. We continue to strive to improve efficiency while increasing revenues and improving service to students and working to meet the needs of faculty and staff. This is a tall order under existing Provincial policy and fiscal reality. It continues to be a focus and ongoing topic of discussion among budget managers.

 Collective Bargaining ‐ The BUFA Collective Agreement expires in March 2019. We will plan to start and hopefully complete bargaining in this next year before the current agreement expires. In 2020, the Collective Agreements with MGEU, IUOE and PSAC will expire and bargaining will start in the months leading up to those expiry dates.

 New President – We are currently searching for a President of the University. While the process has obvious resource requirements, it is important to note that any new leader of our institution will have goals and initiatives, developed in conjunction with the campus community and the Board. That process will start within this 2018‐19 fiscal year.

 The Campus Master Plan – This Plan was completed in this past year. It is a set of guiding principles for future campus development and not a specific blueprint. Therefore, as planning of physical spaces is contemplated, the Master Plan should be used to guide the process. There are also suggestions within the Plan that warrant consideration on their own merits and will be undertaken as time and resources allow. We have started discussions with the City to slow traffic, open streets, and improve crosswalks around campus to improve the safety and functionality of vehicular and pedestrian traffic in the area. Improving Indigenous presence on campus is a priority. Improving safety and aesthetics of campus grounds is a priority.

148  Reporting for accountability ‐ Accountability to our constituents is important. Finding better, more comprehensive, and more efficient ways to report the happenings and progress of our institution to the Board and Government is important. It is likewise important for students, faculty and staff. The Office of Institutional Analysis has made great progress in this area. The Registrar’s Office and Finance Office have, as well. However, we believe that information needs to be better summarized and transparently made available to the community to inform decisions that have to be made every day. This will continue as a project for my office, although it should have minimal resource implications.

 Management reductions ordered by the Province – The President has made the campus community and Board aware of this directive from government. Over the next while, the University has to decide how best to respond to that directive. While that will not be easy, given the responsibilities of all management positions, and the people embedded in the positions, decisions will have to be made and operational changes undertaken to continue to fulfill the responsibilities demanded of our University. This process will involve some short‐ term costs and longer‐term savings that will assist with working toward budget sustainability and maintaining front line services.

 Emergency response and security review – Brandon University is a major employer in the City and responsible for upwards of 4‐5,000 people at any point in time. Being able to manage when emergencies arise, as an institution and as part of our City and Province, is important. A more comprehensive and coordinated plan will be developed over the next year or more, involving campus and community resources, to ensure BU is prepared to act when the need arises. The resource implications during the development phase is expected to be relatively small. Resource requirements for a comprehensive plan will become apparent as that plan is developed.

 Enrolment – Enrolment has been growing rapidly in recent years for undergraduate and graduate students, first year students, international and Indigenous students. This represents both opportunities to serve these students in ways that not only accept the new enrolment, but also provide the conditions that also improves student retention through to the point of student satisfaction of their goals, whether that is graduation from one or more programs within BU, or transfer to programs not offered by BU for continued study. It also produces challenges related to classroom and class sizes, teaching resources, and student distribution across programs. While these are in some ways good problems to have, they need to be carefully monitored and addressed to ensure good experiences for all involved.

149 BRANDON UNIVERSITY: ** ADMINISTRATION & FINANCE ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 5204 5205 5206 5215 61XX 5299 2018/19 2019/20 2020/21 2017/18 VP (A&F) FIN & REG MAIL/PRINT HUMAN PHYSICAL CARRY REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: SERVICES SERVICES RESOURCES PLANT FWD BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 F.T. Support 395,586 569,189 49,338 800,163 1,226,822 0 3,041,099 3,011,123 3,034,970 2,939,801 3,023,880 2,780,734 2,610,752 004 P.T. Support 0 0 22,680 0 0 0 22,680 86,555 87,821 22,692 21,992 21,311 49,220 005 O.T./Student Assistants/Casual 0 0 4,430 1,661 6,644 0 12,735 12,840 13,049 12,697 20,661 19,211 8,055 018/019 Cleaners 0 0 0 0 694,964 0 694,964 723,294 725,329 674,347 662,601 677,925 641,672 099 Recoveries 0 -56,000 0 0 0 0 -56,000 -56,000 -56,000 -56,000 -56,000 -56,116 -56,000 100 Benefits 63,294 130,914 15,290 146,734 476,458 0 832,688 766,762 772,234 804,792 810,448 748,965 687,180 106 Workers' Compensation 0 0 0 75,000 0 0 75,000 75,000 75,000 55,000 62,949 73,138 70,640 107 Employee Assistance Program 0 0 0 12,065 0 0 12,065 12,065 12,065 12,065 9,963 10,089 11,966 SUB-TOTAL: SALARIES & BENEFITS: 458,880 644,103 91,738 1,035,623 2,404,887 0 4,635,231 4,631,639 4,664,467 4,465,394 4,556,494 4,275,257 4,023,485 201/02/06 Travel/Moving/Recruitment 8,281 6,093 59 3,746 6,361 0 24,541 25,032 25,533 24,060 31,817 21,818 19,564 213 Vehicle Expense 8,160 8,160 8,568 8,996 8,000 17,455 2,721 9,882 204/05/10 Prof. Dev. Allowances 5,000 4,500 0 13,250 8,000 0 30,750 30,750 30,750 32,000 21,327 25,523 10,358 SUB-TOTAL: TRAVEL & MOVING: 13,281 10,593 59 16,996 22,521 0 63,451 64,350 65,279 64,060 70,599 50,062 39,804 301 Advertising 0 0 0 0 604 0 604 616 628 592 1,941 5,436 1,809 302 Special Allowances 0 728 0 362 0 0 1,090 1,112 1,134 1,069 2,230 429 4,406 303 Computer Utilization (Payroll Service Provider) 0 0 0 79,175 2,040 0 81,215 82,840 84,497 79,623 46,063 82,466 77,480 304 Consumables 1,691 9,075 37,808 5,309 93,373 0 147,256 150,202 153,206 140,869 139,433 133,242 130,558 305 Photocopying - Printing 1,509 5,970 7,721 4,539 1,382 0 21,121 21,544 21,974 23,707 19,406 24,642 19,509 307 Membership Subscriptions 4,224 4,162 0 1,350 695 0 10,431 10,639 10,852 10,726 7,558 6,786 6,859 308 Postage 119 14,366 72,663 1,570 2,134 0 90,851 92,668 94,522 85,570 72,170 87,625 74,028 309 Telephone - Long Dist. 1,630 284 34 316 13,218 0 15,482 15,791 16,107 15,178 6,582 6,350 5,890 310 Telephone - Rental 809 3,623 907 3,529 5,481 0 14,349 14,636 14,929 15,068 13,329 13,150 13,166 311 Repairs & Maintenance 0 2,040 604 119 161,100 0 163,864 167,141 170,484 160,581 141,459 199,635 112,153 312Maintenance Materials 000000000100,000 279,193 200,621 189,756 314 Consulting/Professional Fees 0 0 0 0 0 0000 3,32851,53210,335 314 Uniforms 0 0 0 0 10,070 0 10,070 10,272 10,477 9,873 9,474 8,640 10,050 317 Special Functions* 926 0 0 563 0 0 1,489 1,519 1,549 1,460 2,918 1,942 169 321 Insurance 0 269,398 0 0 22,075 0 291,473 297,303 303,249 286,051 252,526 255,093 267,990 322 Cleaning Supplies 0 0 0 0 71,477 0 71,477 72,906 74,364 70,075 90,935 81,293 78,908 324 Grounds Upkeep 0 0 0 0 5,418 0 5,418 5,527 5,637 5,312 998 1,742 6,327 325/316 Security Services/Emergency Phones 0 7,344 0 0 77,375 0 84,719 86,414 88,142 75,858 83,183 84,661 82,786 328 Provision for Replacement 0 0 2,165 0 0 0 2,165 2,209 2,253 2,123 3,000 3,000 3,000 329 Service Contracts 0 0 2,051 0 73,715 0 75,767 77,282 78,828 74,281 75,518 59,078 72,126 345 Staff Development 0 2,842 0 3,018 870 0 6,730 6,865 7,002 6,598 15,172 10,483 10,264 346 Asbestos Management 0 0 0 0 11,469 0 11,469 11,698 11,932 11,244 7,597 13,985 10,716 354 Fax Expenses 0 878 34 604 119 0 1,635 1,668 1,701 2,103 940 931 1,098 357/358 Software/licensing/support 0 1,061 0 17,315 0 0 18,375 18,743 19,118 18,015 88,540 48,852 30,406 Utilities (net of internal recoveries) 0 0 0 0 729,662 0 729,662 756,460 779,153 703,244 629,474 644,299 675,888 378 Special Allocations 0 0 0 21,648 0 0 21,648 22,081 22,523 21,224 15,037 21,148 6,981 382/4/6/8 Serv chg/Bad debt/Collection 0 18,736 0 0 0 0 18,736 19,111 19,493 25,569 50,783 -10,224 19,719 383 Legal and Audit 0 107,100 0 0 0 0 107,100 109,242 111,427 95,000 104,423 79,845 127,106 393/394 Equipment - furniture (under $1000) 0 2,414 0 0 4,267 0 6,681 11,167 15,829 6,550 10,898 18,649 10,766 397 Internal Mat/Labour Recoveries 0 0 -70,000 0 -188,546 0 -258,546 -258,546 -258,546 -374,849 -483,593 -415,709 -388,710 810 Internal Cleaning Supplies Recoveries 0 0 0 0 -17,000 0 -17,000 -17,000 -17,000 -17,000 -17,717 -18,858 -15,842 399/500 Recoveries - CMB/Postage &Print Shop 0 -35,100 -86,830 0 0 0 -121,930 -121,930 -121,930 -121,930 -165,275 -188,602 -171,664 799 Interfund Transfer/Workforce 0 0 0 0 0 0 0 -11,900 547 ***Unallocated 000000000 SUB-TOTAL: SUPPL & OTHER: 10,908 414,921 -32,843 139,419 1,080,999 0 1,613,404 1,670,178 1,723,534 1,533,784 1,495,623 1,512,162 1,484,580 503 BUF Donations 0 -5,200 0 0 0 0 -5,200 -5,304 -5,410 -5,200 -5,400 -5,400 -5,400 5xx Revenues/External Recoveries 0 -33,100 0 0 -49,603 0 -82,703 -84,357 -86,044 -84,130 -89,908 -134,492 -158,597 Utility Recoveries (External) 0 0 -87,247 -87,247 -90,737 -93,459 -83,891 -122,112 -75,364 -83,750 SUB-TOTAL: REVENUES 0 -38,300 0 0 -136,849 0 -175,149 -180,397 -184,912 -173,221 -217,420 -215,256 -247,747 9xx Renovations & Equipment Purchases 0 0 0 0 50,000 0 50,000 50,000 50,000 19,452 31,922 49,824 SUB-TOTAL: EQUIPMENT 0 0 0 0 50,000 0 50,000 50,000 50,000 0 19,452 31,922 49,824 ANNUAL BUDGET: 483,069 1,031,317 58,954 1,192,038 3,421,558 0 6,186,937 6,235,770 6,318,368 5,890,017 5,924,748 5,654,147 5,349,946 150 BRANDON UNIVERSITY: **PHYSICAL PLANT** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 6100 6102 6107 6109 2018/19 2019/20 2020/21 2017/18 PLANT UTILITIES BLDGS& RECOV REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: MAIN GRNDS BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 F.T. Support 1,226,822 0 0 0 1,226,822 1,250,766 1,254,933 1,111,013 1,136,758 1,088,147 1,038,455 005 O.T./Student Assistants/Casual 3,322 0 3,322 0 6,644 6,699 6,808 6,624 20,020 18,594 8,055 018/019 Cleaners/BSWs 0 0 1,062,724 -367,760 694,964 723,294 725,329 674,347 662,601 677,925 641,672 099 Recoveries 0 0 0 0 0 0 0 100 Benefits 231,267 0 245,190 0 476,458 396,152 397,414 454,397 457,841 436,489 397,578 SUB-TOTAL: SALARIES & BENEFITS: 1,461,412 0 1,311,236 -367,760 2,404,887 2,376,910 2,384,484 2,246,381 2,277,220 2,221,155 2,085,760 201/02/06 Travel/Moving/Recruitment 6,361 0 0 0 6,361 6,488 6,618 6,236 6,195 4,215 6,785 213 Vehicle Expense 8,160 8,160 8,568 8,996 8,000 7,243 2,721 9,882 204/05/10 Prof. Dev. Allowances 8,000 0 0 0 8,000 8,000 8,000 8,000 10,071 11,152 SUB-TOTAL: TRAVEL & MOVING: 22,521 0 0 0 22,521 23,056 23,614 22,236 23,509 18,088 16,667 301 Advertising 604 0 0 0 604 616 628 592 1,941 933 1,631 303 Computer Utilization 2,040 0 2,040 2,081 2,122 2,000 2,897 2,013 1,729 304/306 Consumables/Chemicals 73,767 13,572 6,033 0 93,373 95,240 97,145 91,542 94,173 88,640 82,720 305 Photocopying - Printing 1,382 0 0 0 1,382 1,410 1,438 1,355 1,274 539 1,200 307 Membership Subscriptions 695 0 0 0 695 709 723 681 692 951 1,257 308 Postage 2,134 0 0 0 2,134 2,177 2,220 2,092 2,323 2,515 2,746 309 Telephone - Long Dist. 3,018 0 0 0 3,018 3,079 3,140 2,959 3,520 3,747 3,061 310 Telephone - Rental 5,481 0 0 0 5,481 5,591 5,703 5,374 5,019 5,147 5,129 311 Repairs & Maintenance 141,054 15,218 4,828 0 161,100 164,322 167,609 157,872 139,560 198,345 111,755 312 Materials - Recoverable 0 0 0 0 0 0 0 100,000 279,193 200,621 189,756 314 Uniforms 1,624 0 8,447 0 10,070 10,272 10,477 9,873 9,474 8,640 10,050 316 Emergency Phones 10,200 0 10,200 10,404 10,612 10,000 8,773 321 Insurance 22,075 0 0 0 22,075 22,517 22,967 21,935 22,298 18,308 14,611 322 Cleaning Supplies 0 0 71,477 0 71,477 72,906 74,364 70,075 90,935 81,293 78,908 324 Grounds Upkeep 0 0 5,418 0 5,418 5,527 5,637 5,312 998 1,742 6,327 325 Security Services 77,375 0 0 0 77,375 78,923 80,501 75,858 74,410 84,661 82,786 328 Provision for Replacement 0 0 0 0 0 0 0 329 Service Contracts 73,715 0 0 0 73,715 75,190 76,694 72,270 74,887 56,521 69,595 345 Staff Development 870 0 0 0 870 887 905 853 8,797 5,574 190 346 Asbestos Mgmnt 11,469 0 0 0 11,469 11,698 11,932 11,244 7,597 13,985 10,716 354 Fax Expenses 119 0 0 0 119 122 124 117 10 12 36 357/358 Software/licensing/support 0 0 0 0 0 0 0 643 7,514 393 Furniture <$1000 0 0 0 0 0 0 0 5,663 7,088 5,847 394 Tools 4,267 0 0 0 4,267 4,352 4,439 4,183 464 5,622 3,652 500 Hydro 0 635,202 0 0 635,202 660,610 680,428 610,771 620,196 608,369 577,208 501 Steam Plant Meter 0 34,450 0 0 34,450 35,828 36,903 33,125 23,707 20,988 24,418 600 Fuel 0 305,280 0 0 305,280 314,438 323,871 296,388 232,564 229,050 302,396 700 Water 0 66,371 0 0 66,371 69,689 71,780 62,614 49,961 46,174 50,025 799 Interfund Transfer 0 0 0 0 0 267 810/811 Internal - Ancillary Utilities 0 -311,640 0 0 -311,640 -324,106 -333,829 -299,654 -296,954 -260,283 -278,158 02/03/05/06 Internal - Material/Labour Recov. 1,020 0 0 -189,566 -188,546 -188,546 -188,546 -284,849 -465,216 -415,709 -388,711 810 Internal - Cleaning Supplies Recoveries 0 0 0 -17,000 -17,000 -17,000 -17,000 -17,000 -17,717 -18,858 -15,842 432,910 758,453 96,202 -206,566 1,080,999 1,118,934 1,152,988 1,047,582 981,439 997,271 962,819 5xx Revenues 0 0 0 -857 -3,806 851/52/53 External - Materials & Labour/Cleaning Reco 0 0 0 -49,603 -49,603 -49,603 -49,603 -48,630 -42,725 -45,634 -74,736 808 External - Project Management 0 0 0 0 -20,000 -18,377 eliminated internal recovery in 17 800 External - Utility Recoveries 0 -87,247 0 0 -87,247 -90,737 -93,459 -83,891 -79,386 -75,364 -83,750 SUB-TOTAL: REVENUES: 0 -87,247 0 -49,603 -136,849 -140,339 -143,061 -152,521 -141,345 -124,804 -158,486 9xx Renovations & Equipment Purchases 50,000 0 0 0 50,000 50,000 50,000 0 3,922 27,703 45,768 SUB-TOTAL: RENOV & EQUIP: 50,000 0 0 0 50,000 50,000 50,000 0 3,922 27,703 45,768 ANNUAL BUDGET: 1,966,842 671,206 1,407,438 -623,929 3,421,558 3,428,561 3,468,025 3,163,678 3,144,745 3,139,413 2,952,528 151 BRANDON UNIVERSITY: **OTHER INITIATIVES ** REFERENCE BUDGET APRIL 2018 TO MARCH 2019 Approved 2017/18 Adj. Baseline 2018/19 2018/19 2018/19 2019/20 2020/21 2017/18 Budget Adjustments Budget Salary Other Budget Budget Budget APPROVED 2016-17 2015-16 2014-15 2017/18 2017/18 Increments Adjustments Allocation Allocation Allocation BUDGET ACTUAL ACTUAL ACTUAL 5202 Recongnize Other 6968 320/321 029 - Tuition Waivers - BUSU/Quill 35,464 35,464 2,536 38,000 38,000 38,000 35,464 34,972 34,790 34,328 322/323/324 100 - Tuition Waivers - Staff 17,836 17,836 7,164 25,000 25,000 25,000 17,836 19,029 16,612 5,315 325 S - Tuition Waivers - Dependants 100,000 100,000 12,000 112,000 112,000 112,000 100,000 96,459 62,161 334 S - BOG Scholarships 230,000 230,000 10,000 240,000 240,000 240,000 230,000 225,081 182,422 161,953 333 S - President's Scholarship Awards 70,000 70,000 70,000 70,000 70,000 70,000 56,575 67,792 67,836 329 S - Int'll Student Scholarships 80,000 5,053 85,053 37,788 122,840 122,840 122,840 80,000 63,260 62,735 50,960 328 S - Scholarship/Exchange Students/Professors 15,118 15,118 15,118 15,118 15,118 15,118 10,447 18,568 10,818 327 S - WUSC 30,000 30,000 20,000 50,000 50,000 50,000 30,000 51,655 27,459 6,487 326 S - Youth In Care Study Awards 10,000 10,000 5,000 15,000 15,000 15,000 10,000 13,303 11,772 10,387 337 S - Research buyouts and USRA 9,000 9,000 9,000 9,000 9,000 9,000 5,625 7,875 5,824 336 001 - CRC Funding* 106,739 (57,156) 49,583 26,312 75,895 108,061 108,061 106,739 69,304 32,930 86,974 339 372 - Research Funding* 105,000 105,000 105,000 105,000 105,000 105,000 119,480 92,037 101,303 341 304 - Indirect Costs/Research Support 0 0 0 0 0 (6,410) 3,300 (17,783 ) 340 005 - BUSU Workstudy Program 15,000 15,000 15,000 15,000 15,000 15,000 13,554 17,370 14,195 344 214 - Student Travel Fund 0 9,480 9,480 9,480 9,480 9,480 12,534 7,48 3 10,251 338 001 - Enhanced Business Admin. Prgm (2840) 106,146 106,146 (6,146) 100,000 100,000 100,000 106,146 91,306 88,509 94,191 301 304 - Campus Beautification 5,000 5,000 5,000 5,000 5,000 5,000 843 4 71 10,167 310 304 - BU Early Learning Centre Subsidy 4,895 4,895 4,895 4,895 4,895 4,895 5,100 5,023 4,554 345 311? - AMA Implementation 50,000 50,000 50,000 50,000 50,000 50,000 346 378 - PENT funding adjustment (multi-year) 45,000 45,000 45,000 90,000 135,000 180,000 45,000 358 305 - Access Copyright/CANCOPY Per Capita Fees 45,000 45,000 45,000 45,000 45,000 45,000 53,571 39,303 59,915 315 - General Campus Property Taxes 114,710 114,710 (5,000) 109,710 109,710 109,710 114,710 103,845 106,894 110,191 350 307 - Institutional Memberships 110,128 110,128 (35,000) 75,128 75,128 75,128 110,128 110,190 115,560 87,212 342 100 - Pension liability payment 678,000 (170,750) 507,250 (300,344) 206,906 293,000 293,000 678,000 1,260,500 1,455,049 1,894,180 - Carryforward contributions (470,014) (470,014) 470,014 0 (470,014) 360 799 - Ancillary contribution (200,000) (200,000) 200,000 0 0 0 (200,000) (308,137) 361 799 - Conservatory contribution (20,000) (20,000) 20,000 0 (20,000) - Unappropriated surplus (969,402) (969,402) 969,402 0 0 0 (969,402) 4209xxx - Junior Kindergarten (4209) 23,832 23,832 2,482 26,314 27,903 27,985 23,832 21,617 18,713 17,678 4501xxx - Dauphin (4501) 43,610 43,610 (43,610) 0 0 0 43,610 44,988 359 - Contingency fund 514,593 (481,291) 33,302 766,732 800,035 831,535 908,222 514,593 1,732 4 (3,427) 362 - Other: "I Am Well" Student Assistance Insuran 20,000 20,000 20,000 20,000 20,000 20,000 925,655 (694,664) 230,991 0 2,204,330 2,435,321 2,631,670 2,753,439 925,655 2,170,423 2,474,832 2,830,477

152 BRANDON UNIVERSITY JUNIOR KINDERGARTEN REFERENCE BUDGET APRIL 2018 TO MARCH 2019 2018/19 2019/20 2020/21 2017/18 4209 REF'NCE PROJ. PROJ. APPROVED 2016-17 2015-16 2014-15 EXPENDITURE: BUDGET BUDGET BUDGET BUDGET ACTUAL ACTUAL ACTUAL 003 F.T. Support 50,950 53,268 53,268 48,989 46,405 46,488 45,320 005 P.T./Student Assistants/Casual 0 0 0 2,118 2,500 3,038 100 Benefits 11,464 10,654 10,654 11,022 10,948 10,621 9,851 099/199 Recoveries 0 0 0 SUB-TOTAL: SALARIES & BENEFITS: 62,414 63,922 63,922 60,011 59,471 59,609 58,209 304 Consumables 3,980 4,060 4,141 3,902 33 305 Photocopying - Printing 52 53 54 51 97 173 329 308 Postage 0 0 0 44 53 64 309 Telephone - Long Dist. 0 0 0 7 13 310 Telephone - Rental 0 0 0 318 318 318 311 Repairs & Maintenance 0 0 0 152 94 382/386 Service Charges/Collection Bureau 0 0 0 278 311 (20) 393 Equipment - furniture(under $1000) 0 0 0 399 Recoveries 0 0 0 *** Unallocated 0 0 0 SUB-TOTAL: SUPPLIES & OTHER EXPS: 4,032 4,113 4,195 3,953 922 862 798 5xx Revenues (40,132) (40,132) (40,132) (40,132) (38,777) (41,758) (41,328) SUB-TOTAL: REVENUES: (40,132) (40,132) (40,132) (40,132) (38,777) (41,758) (41,328) 9xx Equipment Purchases 0 0 0 - - SUB-TOTAL: EQUIPMENT 0 0 0 - - - - ANNUAL BUDGET: 26,314 27,903 27,985 23,832 21,616 18,713 17,679

153 F. Renovations & Equipment

154 Brandon University 2018-2019 Renovations and Equipment Budget April 20, 2018

Unit priorities

President's Office including Board of Governors - Vice-President Academic and Provost 5,000 Marketing and Communications 50,000 Library Services 6,000 Information Technology Services - Faculty of Arts 15,000 Faculty of Science 60,000 Faculty of Health Studies 39,000 Faculty of Education 25,000 School of Music 40,000 Student Services 10,000 HLC, Athletics, and Campus Recreation 20,000 Administration & Finance 60,000

TOTAL 330,000

Major Capital - Funded by Advanced Learning Division

Specific projects determined by BU and submitted for reimbursement - The primary project planned for 2018-19 is another plumbing riser in McMaster Hall TOTAL 488,000

155 Renovations and Equipment (2008‐09 to 2017‐18)

2008‐09 2009‐10 2010‐11 2011 12 2012 13 2013‐14 2014‐15 2015‐16 2016‐17 2017‐18 Budget Unit $ % $ % $ % $ % $ % $ % $ % $ % $ % $ %

Executive Offices & BOG 4,000 1.21 4,040 1.22 4,040 1.22 1,000 0.30 0.00 0.00 0.00 0.00 5,000 2 0 0.00

Library 8,000 2.42 19,460 5.90 19,460 5.90 25,000 7.58 10,000 3.03 17,000 5.15 15,000 4.55 25,000 7.58 25,000 8 25,000 7.58

Information Technology Services 55,000 16.67 48,000 14.55 48,000 14.55 20,000 6.06 50,000 15.15 55,000 16.67 63,500 19.24 46,000 13.94 50,000 15 60,000 18.18

Faculty of Arts 10,950 3.32 20,000 6.06 20,000 6.06 22,200 6.73 13,000 3.94 10,000 3.03 0.00 11,900 3.61 20,000 6 15,000 4.55

Faculty of Science 74,000 22.42 70,000 21.21 70,000 21.21 71,500 21.67 70,000 21.21 80,000 24.24 90,000 27.27 56,000 16.97 50,000 15 60,000 18.18

Faculty of Education 20,000 6.06 20,000 6.06 20,000 6.06 10,000 3.03 20,000 6.06 20,000 6.06 0.00 40,600 12.30 40,000 12 30,000 9.09

School of Music 35,000 10.61 36,000 10.91 36,000 10.91 27,125 8.22 34,446 10.44 33,000 10.00 30,000 9.09 33,000 10.00 40,000 12 26,000 7.88

Student Services 11,050 3.35 0.00 0.00 0.00 0.00 5,000 1.52 19,435 5.89 13,000 3.94 5,000 2 15,000 4.55 Registrar Inc. Senate & Convocation 12,500 3.79 12,500 3.79 2,200 0.67 0.00 0.00 0.00 0.00 0 0 0.00

Health Studies 30,000 9.09 30,000 9.09 30,000 9.09 39,200 11.88 50,000 15.15 0.00 0.00 23,000 6.97 23,000 7 25,000 7.58

FNAC 1,000 0.30 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0 0 0.00

HLC, Athletics & Campus Rec 11,000 3.33 10,000 3.03 10,000 3.03 8,000 2.42 8,000 2.42 30,000 9.09 32,065 9.72 26,500 8.03 22,000 7 20,000 6.06

Administration & Finance 70,000 21.21 60,000 18.18 60,000 18.18 103,775 31.45 74,554 22.59 80,000 24.24 80,000 24.24 55,000 16.67 50,000 15 54,000 16.36

TOTAL 330,000 100.00 330,000 100.00 330,000 100.00 330,000 100 330,000 100 330,000 100 330,000 100 330,000 100.00 330,000 100 330,000 100.00

156 To: Scott Lamont, Vice‐President (Administration and Finance) From: Kristen Fisher, Manager, Executive & Board Operations Date: February 15, 2018 Subject: Executive Office Budget Submission

Renovations & Equipment Budget

The following items have been identified by the Office of the President:

1. Office Equipment

It is unknown at this time what the needs of the next President may be. However, it is important to signal that, as the needs become known, additional furniture and/or equipment may be requested.

157 OFFICE OF VICE‐PRESIDENT (ACADEMIC AND PROVOST) BUDGET SUBMISSION FOR 2018‐19 (preliminary): AN OVERVIEW

A. Renovations and Equipment

1. The VP (A&P) has received an additional position from the staffing plan process for 2018‐19. It will be recalled that this is to aid in the administrative tasks of the Office, including the research enterprise and graduate studies. There is a desk available for use by this Exempt Support Staff, but the employee will require other furniture and office essentials to do their work. Our budget request for Renovations and Equipment in the VP (A&P) Office is $5000. 2. BU utilizes Zoom software as its source for videoconferencing. The hardware capabilities on campus are very poor to utilize this software. Every administrative office in Clark Hall uses videoconferencing on a fairly regular basis. Neither of the two major meeting rooms in Clark Hall—427 and 104—is set up for videoconferencing. We are recommending that all administrative offices in Clark Hall (namely VP A&P, VP A&F, President, Dean of Arts and Human Resources), chip in to purchase a mobile unit. IT has let us know that the cost has come down substantially from what it was several years ago when this Office first made this request. The cost is approximately $5,000. Although we’d rather this be a cooperative venture of all five units, we’ve decided to put it in this submission to ensure that it receives the attention it deserves. TOTAL RENOVATIONS AND EQUIPMENT BUDGET REQUEST: $10,000

Respectfully Submitted by Dr. Meir Serfaty, Acting Vice‐President (Academic & Provost)

February 8, 2018

158 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Renovations and Equipment One‐time new investment is requested for:

1. 18th and Victoria pylon sign +$50,000  Brandon University’s aging presence at one of the central intersections in Brandon is broken, half‐blank, and uses an out‐of‐date visual design, including our old logo. This presents BU as a shabby and uncaring presence where we should instead have a celebration showpiece. This quote would engage a local vendor to re‐clad the sign in modern materials, using current design, and would repair and enhance the digital messageboard, currently hidden behind blank white plastic.  Alignment:  This directly supports Priority C (v) in our Academic Plan: “Enhance the brand and reputation of the University.”  This directly supports a Value in our Unit Strategic Plan: “Advances the visibility of Brandon University.”  This directly supports a Quick‐Win Initiative our Campus Master Plan: To enhance the 18th and Victoria intersection  Priority: High

2. New 18th and Princess university sign + $10,000  Brandon University currently has no signage and only a modest building presence at the corner of 18th Street and Princess Avenue. This is low‐hanging fruit to create BU branding for all traffic entering the “University district” from the north along Brandon’s business thoroughfare. This proposal envisions a modest lighted sign on the ground of approximately 4’ x 8’.  Alignment:  This directly supports Priority C (v) in our Academic Plan: “Enhance the brand and reputation of the University.”  This directly supports a Value in our Unit Strategic Plan: “Advances the visibility of Brandon University.”  This directly supports a Design Driver in our Campus Master Plan: To create a University District.  Priority: Medium

159 BU Marketing and Communications 2018–19 Budget Requests & Rationale

3. BU Now screens (901): +$10,000  The video screens are a valued and in‐demand method of getting information to the campus in a timely manner. They are also an essential part of our emergency response plan. However, they are woefully out of date, error‐prone, and require replacement. This is the bare minimum quote to update most of the screens and implement a new, web‐based system of content management that would streamline management. Imagine the menu boards at Tim Hortons instead of the events list on Access 12.  Note: Currently, BUSU pays $2,000 to BU every year to defray costs associated with the screens.  Alignment:  This directly supports Priority B (ii) in our Academic Plan: “Strengthen institutional support and recognition for research, scholarly, creative, and innovative activities conducted by faculty, students, and staff across the University.”  This directly supports an Engagement Priority in our Unit Strategic Plan: “Develop effective internal communications for the University community of faculty, staff and students.”  Priority: Medium

Total Renovations and Equipment Request: + $70,000

160 BU Marketing and Communications 2018–19 Budget Requests & Rationale

Marketing and Communications 2018–19 Budget Requests Summary

Brandon University’s Marketing and Communications unit, which includes community engagement and website management, requires these new resource investments to properly fulfil its mandate of promoting BU, protecting and enhancing its reputation, and advancing the university’s mission.

Total Renovations and Equipment Request: + $70,000

Total New Budget Requests External Relations: +$70,000 Alumni News: +$10,000

Total 2018–2019 Budget Request: + $150,000

Respectfully submitted by

______

Grant Hamilton Director, Marketing and Communications

161 John E. Robbins Library and S.J. McKee Archives Budget Submission February 9, 2018

4. Additional budget requests

2019/20 to 2021/22 Cost Increase the Library’s total Acquisitions budget by 8% $120,000.00 per year est. (Total Acquisitions budget includes: 5001, electronic resources 029, software & licenses 357/58)

LNAP staffing support $2000.00 per year

Institutional repository annual membership $25,000.00 per year est.

Public furniture $20,000.00 per year

Accessible lift desks $6,000.00 est.

5. University‐level projects

 Retrofit freight elevator to make it accessible. Per AMA requirements.  Move Large Ensemble Library collection. Joint School of Music/Library project.

162 Requests for Resources, Renovations and Equipment To begin with, the Faculty of Arts recognizes the University's support in upgrading the former Languages Lab space in the basement of Clark Hall to create a modem and much needed classroom that is now in operation and can accommodate approximately 50 students. The faculty of Arts has two kinds of requests: the first involves regular requests for equipment and resources for next year; the second one, made on behalf of the Department of Anthropology, is a request for funding over three years. A. Regular Requests for 2018-2019: 1. Recruitment materials and travel: The faculty needs to create: a. A new set of brochures to be developed at a cost of $5,000.00; b. Travel money to be used to support (i) student engagement activities and (ii) outreach by groups of faculty ($10,000.00). This would enable groups of two or three professors to visit high schools in Western Manitoba but also in Winnipeg, Northern Ontario, Saskatchewan, and possibly Alberta to deliver mini-lectures and promote the Faculty (and BU generally); c. Classroom media systems updating and/or improvements ($10,000.00). Several computers were replaced over the past two years, but there are many more that have been declining in terms of performance quality and reliability: This is an opportune moment to begin a process of improvement/updating. d. Classroom white boards updating ($2,500.00). e. Modest funding to continue renewal of digital equipment and printers in the Faculty and Departmental offices ($5,000.00) 2. Support for Research Facilitator Position(s) ($6,000.00) 3. Anthropology: Lab set up and resources as well as space improvements and changes to ensure this structure meet building and fire codes in the lab supporting the research of Dr. E. Holland. Cost: $140,000.00. In the first year of what is likely to be a four-year project, $25,000.00 is requested. B. Anthropology Requests over three years (2018-2021) For this Department of Anthropology renovations and equipment request, see attachments provided as both a pdf and an Excel file.

163 January 2018

ANTHROPOLOGY - Renovation and Equipment over three years Total Budget $191,243

Priority RENOVATIONS Year 1 Construction of an Archaeology Display Case for the Corridor $15,000 · the constuction of a corridor to correct a fire code issue will result in the loss of a signficant amount of layout space for research materials in H-001A · moving the material currently in several small display cases into a large, secure one in the widest part of the main corridor (i.e., near the elevator) will compensate for the research and analysis space lost · all work to be done in-house; previous quotes from Physical Plant vary from $9000-$15000

Year 1 Installation of a wall in LI H-001A – Archaeology Lab $15,000

Justification: The overall lab space is poorly organized and is ineffectively and inefficiently used. The External Review for Anthropology strongly recommended that this lab space be reconfigured or used for different purposes. Some of the space (where most of the tables are) is regularly used Sept-April for labs in multiple courses (12:173, 12:256; 12:284; 12:354; 12:363) and used every other summer for the archaeological field school. A more efficient use of the space would facilitate teaching and running labs in this space and would not impeded the use of the space by the archaeological field school. We will lose over 250 square feet of space in the next year as the north wall is moved to create a corridor to meet fire safety standards. It has been strongly recommended by BU Physical Plant that if renovations are to be done, they be partnered with the mandatory corridor renovation. Doing so will limit costs and improve effective use of time and construction materials/personnel. This is a pivotal time to remodel the space and ensure it is used most effectively to the benefit of the Department and students. The new space would become a dedicated anthropology teaching space where there are movable tables and chairs to facilitate labs and/or seminar style teaching with easy access to materials in the secure lab space area. Adding an anthropology specific teaching space will also free up teaching space for other faculty members (i.e., LI H-004 and LI H-015 will become more available) and will provide space for RA's to work if needed. The space could also potentially be used for the BU Anthropology Club to meet. Proposed Plan · to separate the first wide portion of the archaeology lab (museum and area used by Sylvia and Bev Nicholson) from the rest of the lab (narrow portion and zooarchaeology storage space) · the museum materials are to be relocated into a display case into the corridor · the desk and work area for Sylvia and Bev Nicholson (retired and emeritus faculty) will be relocated to the remaining lab space (narrow portion) · this newly created space will be ~28’ x 24’ and will become a dedicated anthropology teaching space

· an additional door will be added to the new corridor that is being installed on the north side of the lab (to accommodate fire code). This way there will be two clear exits from this newly created space quote estimate includes electrical reconfiguration of lights and additional lights, fire alarm, exit signs, flooring · all work to be done in-house; formal quote pending from Physical Plant

Year 1 Installation of projector, computer, screen & electrical $5,000 · projector, computer and screen are required to facilitate teaching in space created above · additional electrical outlets are required in the remaining space to facilitate use

Year 1 Relocation of current alarm system for LI H-001A & installation of new system for LI H-018A $3,000 · There is currently an alarm system linked to the main access door (east wall) from the corridor to the lab space of 001A. This alarm system will need to be relocated to the new internal door in the new wall. · The main access door will be keyed but not alarmed. · Dr. Holland’s lab (018A) is a restricted access space and is keyed separately from the rest of the archaeology lab. It is currently linked to the alarm system for the overall lab. It should instead have its own system to ensure restricted and controlled access. RENOVATIONS TOTAL - YEAR 1 $38,000

EQUIPMENT YEAR 1 Year 1 Flat Panel X-Ray illuminator $1,000 · for teaching and research related duties that are outside of restricted lab space

Year 1 Laptop for teaching and research $2,320

164 January 2018

specifications required to run ForDisc, Osteoware & specifically Photomodeler Scanner- justification these are programs that can only run on a PC, two of which are integral to teaching a variety of osteology based courses (363, 383, 256, 442, 484). Dr. Holland intends to incorporate advanced technology into her courses (photogrammetry) and requires an appropriate program (Photomodeler) which requires a robust PC quote provided by BU IT 500GB of very fast storage(SSD), an i7 processor and 8G of memory laptop required over desktop to allow portability to and from research, outreach duties

Year 1 Bone Saw $2,000 autopsy saw for bone sectioning (Mopec or Styker w blades) - teaching & research justification - to take bone samples for microscopic analysis and comparison, a useful skill to teach students

Year 1 Digital Microscope (compound) $4,914 to view thin sections, teach bone histology, project & capture images, teaching & research justification : to teach bone histology and microstructure to students in an active and useful engaging way. To also teach students how to create thin sections and view their results. ex LEICA DM750 HD DIGITAL MICROSCOPE PACKAGE $3900USD (based Leica website)

Year 1 Digital Camera Attachment for Stereomicroscope in lab (Leica M50) $4,760 documentation of bone surface changes; cutmarks, scavenging - teaching & research justification: it is particularly relevant to teach biological anthropology students how to use a microscope and camera attachment so that they can accurately document observations. This camera would also be very useful to take photos of anomalies and use them for teaching purposes to increase the exposure of variation and pathological conditions to students based on a quote from Leica (April 2017)

Year 1 Fireproof storage cabinets $1,800 for digital data and sensitive materials (2 cabinets)

Year 1 Rolling Cabinet for storage of faunal reference collection $33,585

· Price as per quote from Access Workplace Environments (2014) for a Mobilex mobile rolling storage system – 5 double faced mobile carriages & 1 single faced fixed carriage · Includes delivery and installation

Year 1 Elix Reference - to replace Elix 5 Water Purification System $10,300

The 13+ year old Elix 5 water purification system in Dr. Malainey's Archaeological Lipid Residue Analysis Lab is failing and needs to be replaced with an Elix 5 Reference, which is the equivalent system. The unit uses reverse osmosis (RO) to make the water suitable for some processes (such as rinsing glassware). This RO water is further processed to ultrapure levels with the Millipore Milli Q Academic A10 system (which is operating fine). This ultrapure water is needed for analytical purposes and for the operation of the hydrogen generator. EQUIPMENT TOTAL - YEAR 1 $60,679

Year 1 TEACHING MATERIALS YEAR 1

The following items are requested to provide hands-on examples for classroom instruction and labs. The first six items are requested specifically to address concerns raised by the Anthropology External Review Committee who noted that "The department cast collection of more recent finds (e.g., of the last 25 years or so) is non-existant." Please note that, based on consultations with Ms. Sally Spiss, BU accountant, the cost of items priced in U. S. dollars is converted at a rate of 1 USD = 1.26 CAD. Ardipithecus ramidus skull (Bones Clones BH-039 $379 USD) $478 Sahelanthropus tchadensis skull (Bones Clones BH-029 $280 USD) $353 Kenyanthropus platyops skull (Bones Clones BH-020 $265 USD) $334 Homo ergaster skull KNM-ER 3733 (Bones Clones BH-011 $195 USD $246 Dmanisi Homo erectus skull 3 (Bones Clones BH-028 $305 USD) $384 Homo floresiensis skull - Flores skull LB 1 (Bones Clones BH-033-2 $325 USD) $410 $1,733 1Set of 55 bone fragments (Full Fragments Collection #1) France Casting #Frag Fc1 $1375USD 1Real Human skull - disarticulated - OSTA International-SM31 $2100 USD (depends on availabiity) $1,646

1Complete Human Skeleton Cast - Disarticulated European male (Bone Clones SCM-192-D $1595USD) $2,010

165 January 2018

2Complete modern chimpanzee skeleton cast (knuckle walker) (Bone Clones SC-003-D $2250USD $2,835

Complete siamang skeleton cast (disarticulated) (true brachiator) (Bone Clones SC-047-D) $1750USD $2,205.00 TEACHING MATERIALS TOTAL - YEAR 1 $12,634

EQUIPMENT YEAR 2 Year 2 X-Ray Film Storage Cabinet $1,200 storage for radiograph collection in (H018A)

Year 2 Photomodeller software $2,500 specific software for 3D digitization using photogrammetry ongoing research project is incomplete due to lack of access to software

Year 2 Rolling Cabinet for storage of archaeological materials (H-020) $50,000 · Based on same quote as above but for additional storage carriages where each carriage is approximated as $5000 each

EQUIPMENT TOTAL-YEAR 2 $53,700

Year 2 TEACHING MATERIALS YEAR 2 1Complete Human Skeleton cast - Disarticulated European female (Bone Clones SCM-191-D $1595USD $2,010.00

1Real human disarticulated skeleton - JUVENILE - (Osta International SM169 $5263USD) depends on availability Justification- required to teach juvenile osteology and advanced courses $6,631.00 2Complete Mandrill baboon skeleton cast (disarticulated) (forest quadruped) (Bone Clones SC-010-D $2300USD) $2,898.00

Disarticulated "Lucy" Australopithecus afarensis skeleton (Bone Clones SC-036-D $2100 USD) $2,646.00

TEACHING MATERIALS TOTAL - YEAR 2 $14,185

EQUIPMENT YEAR 3 Year 3 Reorganization and re-boxing of faunal reference collection $5,000 · to facilitate access, storage and curation of skeletal reference materials

Year 3 Hanging vertical files $1,000 · to reallocate current map filing system (horizontal) to increase efficient use of space EQUIPMENT TOTAL - YEAR 3 $6,000

Year 3 TEACHING MATERIALS YEAR 3 1Real human child skull (section of jaw removed to illustrate developing teeth) (Osta Int. SM16A) $1400 $1,764 USD justification: to increase osteology collection, ensure complete teaching of dentition in osteology and juvenile osteology Set of 21 Neanderthal Tools (Bone Clones MS-100-SET) $998USD $1,257 *Lemur skeleton cast (disarticulated) (vertical leaper) (Bone Clones SC-282-D) $2400USD $3,024

TEACHING MATERIALS TOTAL - YEAR 3 $6,045 1) Justification for human material: The human bone fragments and disarticulated human skull are necessary to ensure the full complement of teaching osteology is delivered. Human skulls are not always found intact and being able to recognize individual elements is imperative and the cast in the collection is not as detailed as the real material. The fragments would also be imperative to demonstrate the 'real-life' situation of working with human skeletal remains from archaeological sites and/or forensic cases.The human skeletal cast would facilitate teaching osteology to individuals who are uncomfortable working with real individuals and would also faciliate outreach.

166 January 2018

justification for primate skeleton casts : it is important to be able to incorporate primate anatomy into biological anthropology courses, most notably Intro to Archaeology and Biological Anthropology (12:173) and Biological Anthropology (12:284). Understanding primate anatomy is particularly useful for teaching locomotion and the evolution of unique primate features and bipedalism. These materials would also be useful for Human Osteology and Forensic Anthropology to highlight similarities and differences in primate anatomy, form and function.

Summary Totals Renovations Year 1 $38,000 Equipment Year 1 $60,679 Teaching Materials Year 1 $12,634

Equipment Year 2 $53,700 Teaching Materials Year 2 $14,185

Equipment Year 3 $6,000 Teaching Materials Year 3 $6,045

TOTAL $191,243

167 The following is excerpted from the February 9, 2018 Memorandum from Dr. Demetres Tryphonopoulos, Dean of Arts and Graduate Studies to Mr. Scott Lamont, V-P, Administration and Finance re: Graduate Studies Budget Submission 2018-19

2018-2019 Budget Year for the Faculty of Graduate Studies, Brandon University

Proposed Budget for 2018-19

3. An office located in one of the Faculties equipped with required computer, printer, paper supplies and so on: $10,000.00

168 Faculty of Science Equipment Needs - March 2018

Department Item Details Priority Number Unit Price Total Subtotal ADES

Build seminar room to the south of the EOL that has a separate entrance and a door into the EOL, ideally, a window between the two rooms. Would become a seminar teachign space and an exercise management room. Connects the short and long term priorities relating to expanding ADES's course delivery methods and connections to professional organizations. Potential for private sector partnership.For fourth ADES faculty member (potential sabbaticdal replacement or Equipment EOL Expansion permanent member) No price estimate available. Renovation Additonal Office ADES Total Subtotal $0 Biology Equipment Gooseneck lights The gooseneck system enables high resolution of specimens for use with dissecting scopes. 1 4 $800 $3,200 Microscopes Olympus oil immersion microscopes with eyepiece micrometers. There are ~50 older (1980s) microscopes which need to be replaced. 1 6 $2,000 $12,000 Autoclave Current autoclaves are dated, break down regularly and are used to capacity. 2 1 $60,000 $60,000 Biorad Spectrophotometer 3 1 $5,500 $5,500 Arm Model 4 2 $2,500 $5,000 1/2 size Muscular Anatomy Model 4 2 $8,500 $17,000 Advanced Muscular Skeleton 4 1 $4,000 $4,000 Kidney Models 4 2 $500 $1,000 Kidney structure model 4 1 $1,000 $1,000 Skin model 4 2 $1,000 $2,000 Eye Models 4 2 $600 $1,200 Ear Models 4 2 $600 $1,200 Heart models 4 2 $500 $1,000 Spinal Cord Models 4 2 $500 $1,000 Neuron Models 4 2 $500 $1,000 Cavities of the Nose, Mouth 4 1 $1,000 $1,000 Spec 20 Digital Spectrophotometer Digital Spec 20 would enable use of acetone for photosynthesis labs. 5 1 $2,500 $2,500 Industrial dishwasher The department utilizes a large amount of glassware on a regular basis. 6 1 $20,000 $20,000 AHK-TA combination Animal/human physiology teaching kit 7 4 $5,000 $20,000 Biology Total Subtotal $159,600 Chemistry Upgrade of probe; used in multiple teaching labs (18:261/271/281/361/471 and others) and for research; Equipment small NMR Machine upgrade quote in hand, in USD. 1 1 $83,900 $83,900 chemistry software ChemBioDraw, statistics software packages; all for teaching labs 3 2 $1,000 $2,000 Replacement of our aging Spec20s purchased in the 1970's and 80's that are failing, unstable in their readings , and difficult for the students to calibrate; the replacement spectrophotometers will be shared with the Department of Biology, allowing both departments to share one full set (enough for all the student pairs Spectrophotometers in a teaching lab in either department). Used for Biochem I and II and Biology's CGE. Quote in hand. 1 3 $4,537 $13,612 CO2 tank flow regulator For home-made dry ice maker; was not able to purchase from end-of-year allocation 1 1 $300 $300 RotoVaps For Organic Chem I and iI 2 2 $7,500 $15,000 Heating Block and Accessories Used for Biochem I and II and proteomics; shared with the Department of Biology; quote in hand. 1 2 $656 $1,311 Platform Rocker Used for Biochem I and II and proteomics; shared with the Department of Biology; quote in hand. 1 1 $2,460 $2,460 pH meters with electrodes and stands 3 $1,200 $3,600 Balances, 0.001 g readability, 300-400 g capacity 3 $3,300 $9,900 Handheld UV lamps 2 $441 $882 Repairing defective spectrophotometers 1 $2,500 $2,500 Heating bath beads Lab Armor Beads, 4L, quote in hand. 1 1 $356 $356

Renovations Teaching Lab Fixing of lockers and locker handles to the teaching lab used for Organic I and II and Biochem I and II. Done by physical plant. 2 1 $20,000 $20,000 Chemistry Total Subtotal $155,822 Geography CRITICAL: Essential for geomatics instruction, research. This system vastly improves positioning accuracy (centimetre level) over existing, dated equipment and is what graduates will likely be using in the 'real world'. Our current system is often shared with Equipment Trimble R2 GNSS Receiver (RTK GPS system, plus data logger and software) Biology, Geology, Environmental Science, Archaeology, and MELS researchers and students. 2 1 $18,000 $18,000 Balance (Fisher Scientific SLF152) 1,6 1 $447 $447 Soil Analysis ASTM Hydrometers (Fisher Scientific B618940120) 1,6 5 $79 $397 Drying oven (Fisher Scientific 51030512) 1,6 1 $4,500 $4,500 50 mL beakers (Fisher Scientific KFS1400050 - 12 pack) 1,6 4 $84 $335 400 mL beakers (Fisher Scientific KFS14000400 - 12 pack) 1,6 4 $91 $363 Flowtracker2 measure stream discharge. Used in Hydrology course/lab and research 7,1 1 $14,700 $14,700 Geomatics Lab Computer Renewal Computers are due for renewal in 2018. Unsure whether any of this is covered by IT. 2 21 $800 $16,800 Geography Total Subtotal $55,542 Geology Equipment Mechanical Point Counting Stage Attachments (x 20) Sedimentary Igneous and Metamorphic Petrology Labs 1 20 $150 $3,000 Thin Sections Sedimentary Igneous and Metamorphic Petrology Labs 1 300 $30 $9,000 Polished thin sections Mineral Deposits Labs 1 40 $40 $1,600 Camera To replace old camera on the portable microscope 1 1 $1,500 $1,500 Portable XRF To analyze rock and mineral samples in situ in real time 2 1 $50,000 $50,000 Transmitted light microscopes Viewing thin sections in labs 2 4 $6,000 $24,000 Reflected light microscopes Viewing polished thin sections of ore specimens 2 3 $11,000 $33,000 Renovations (& re-wiring) to rock preparation facility (G-7) Facility to support all Geo-labs and research. 2 1 $17,000 $17,000 Rekeying geology rooms (card locks for labs) Security 3 5 $5,000 $25,000 New fume hood and vented storage for chemicals in BB2-29 Safety 3 1 $25,000 $25,000 Chairs in classrooms 2‐30 and 2‐31 Replace classroom/lab chairs/ 2 50 $198 $9,900 Trinocular microscopes/stereoscopes ~6x‐45x Viewing core, well cuttings, fossils, hand specimens 2 4 $2,500 $10,000 Equipment for the Geophysics lab To estabilish a Geophysics lab 3 1 $40,000 $40,000 Microanalytic Lab/SEM 150mm crystal EDS Detector for SEM Faster analyses 1 1 $70,000 $70,000 Aztec Software Update To replace outdated software 1 1 $50,000 $50,000 169 WDS Detector for SEM Low detection limits, quantitative x‐ray analyses 1 1 $180,000 $180,000 Renovation of the lapidary lab Replacing table tops to improve use of the space 1 1 $10,000 $10,000 Geology Total Subtotal $559,000 Math & Computer Science Renovations Room for second-year Computer Science students 10 new workstations (PC tower, screen, mouse and keyboard) 3 1 $1,500 $10,000 Furniture for BB G-20 Renovate and refurnish the Senior Lab so it holds more students 2 1 $1,000 $10,000 Math & Computer Science Total 3 1 $550 $20,000 Physics & Astronomy Equipment Fixed Data Projector in 2-34 For delivery of 74:272 Lab Course 3 1 $1,500 $1,500 Whiteboard for Student Computer Lab Eliminate source of dust from Computer Lab (Staples) 2 1 $1,000 $1,000 Maintenance of Observatory Telescope Mirror Surface stripping, aluminum recoat, silicon overcoat 3 1 $550 $550 Control for air vents in 2-32 To facilitate experiments sensitive to air flow 2 1 $1,500 $1,500 1 year supply of toner cartridges for Colour Printer For all Faculty to use in their teaching and research 3 1 $1,400 $1,400 Lab Equipment for 272 HV power supply, DC SF-8595A 2 4 $1,535 $6,140 Hall Effect Lab WLS1824-94 3 4 $9,400 $37,600 Coulomb's Law Lab ES-9070, SF-9586B 2 2 $4,383 $8,766 Induction Lab SF-9581, SF-8617 3 4 $1,450 $5,800 Lab Equipment for 275 Millikan Oil Drop Apparatus 1 4 $2,500 $10,000 Physics & Astronomy Total Subtotal $74,256 Psychology Equipment Computers For Rm. 1-31 (Honours students space) 1,2 2 $800 $1,600 Computers Room 1-48 (Tyler Room) Year 2: 15 computers stations, 15 computers Year 3: 15 computers stations, 15 computers 30 $1,150 $34,500

Renovations Room 1-55 Renovations such that available space better accommodates faculty members/ research. Year 2: Remove sink, counter, shelves 2 1 $1,500 $1,500 Room 1-26 Remove sink, counter, shelves 2 1 $1,500 $1,500 Honours stduents space) Providing space and computer access will facilitate honours students in development, Room 1-31 implementation, and analysis of Honours theses. 1,2 1 $1,600 $1,600 Room 1-48 Year 1: Push wall back, paint, and replace flooring, Year 2: 1 $6,000 $6,000 Psychology Total Subtotal $46,700 MELS Renovations Additional Student Office space Needs to accommodate appoximately 10 students (one additonal large office would be enough). 1 MELS Total

Cat. 1 total $452,240

Cat. 2 total $304,106

Cat. 3 total $154,350

Cat. 4 total $36,400

Total $947,096 $1,070,920

170 Budget Submission: 2018-2021 Faculty of Health Studies Prepared by: Dr. W. Dean Care, Dean & Professor February 9, 2018

Equipment and Renovation Budget (2018-19)

Replacing and modernizing nursing skills laboratory equipment is essential for the provision of high quality learning experiences for our students. Many of the requests on the Equipment and Renovation list (attached) are to furnish and equip the newly renovated nursing skills lab at the Winnipeg Campus. While the amount requested will undoubtedly exceed the available amount through the Equipment and Renovation fund, it is hoped that carry-forward funds will be available to fund most of the equipment and renovation needs in Health Studies.

171 Faculty of Health Studies Equipment & Renovation Requests 2018‐2019 Site Item Rationale Quantity Budget Winnipeg Advanced Kerri Mannequin To furnish and supply new Laboratory space at the Rice 1 7,938.00$ Advanced Geri Auscutative Centre (Winnipeg Campus) Winnipeg Mannequin 1 4,195.80$ Intramuscular Injection Winnipeg Simulator 2 1,829.52$ Winnipeg Medication Cart 1 3,351.24$ Portable Oxygen Saturation Winnipeg Machine 2 1,572.48$ Winnipeg Kangaroo Pumps 5 1,668.60$ Winnipeg TV/Computer Carts 2,000.00$ Chloe Mannequin/ Winnipeg Injection Pads 1$ 13,313.00 Wall Mounted Diagnostic To enhance the Nursing/Psychiatric Brandon Equipment Nursing Skills Laboratory for improved quality of learning. 5 6,500.00$ Brandon Wound Care Models (Brandon Campus) 4 1,128.00$ Pulse Oximeter/ Brandon Temperal Thermometer 1 1,912.00$ Recording Equipment‐ Brandon Portable 1 3,350.00$ Brandon Hospital Beds 2$ 15,000.00 Electronic Blood Pressure Brandon Monitor 1 2,000.00$ Brandon Medication Cart 1 3,500.00$

Brandon AED Trainer and Accessories 1 2,000.00$ Brandon Large Screen TV ‐ HSB 129 Replacing outdated classroom equipment 1 3,000.00$ Desk Top Computer ‐ HSB 129 Brandon & 237 2 1,400.00$ Brandon Laptop 1 1,300.00$ Brandon Data Projector ‐ HSB 237 1 1,500.00$ Brandon Network Printer ‐ HSB 113 Replacing outdated printer in staff work room 1 1,500.00$ Ongoing maintenance in Health Studies Building and Rice Brandon/Winnipeg Painting of Offices Centre 1$ 10,000.00 Total $ 89,958.64

172 Faculty of Education Renovations and Equipment Budget Proposal

Three Year Plan (2018-21)

The following is the list of Education’s renovations and equipment requirements for the next three years 2018-2021:

Project 2018-19 2019-20 2020-21 1. Furniture to complete the transformation of Room 113 $8,000 into a seminar style classroom. 2. Classroom media upgrade ($3,000/classroom x 9 rooms) $9,000 $9,000 $9,000 3. Paint North and South Stairwells $23,000 4. Renovation of Office 216 (Kniskern) $5,000 5. Signage for Classrooms and Offices $6,500 6. Renovation of Offices 019 and 020 $10,000 7. Begin update of former Aboriginal Library (Rm 226-1) $10,000 $10,000 Paint offices and replace flooring within Rm 226 area $10,000 $10,000 8. Rowe Theatre lighting upgrades, seating replacement & $35,000 painting Total: $45,000 $45,500 $64,000

Rationale for these items requiring funds:

1. Transform Room 113 into Seminar-Style Classroom

The first stage of this project is complete, as media equipment has been updated and a boardroom style table has been purchased. The room itself will be renovated by the end of the current fiscal year with the removal of a chalkboard and old cupboards, installation of whiteboards, electrical outlets for the boardroom table, new countertops and room darkening blinds. The room will also be painted. In order to complete the transformation 18 boardroom style chairs still need to be purchased. This room could be used by all of campus and may be beneficial to the CTLT as well, if they were to takeover this space at some point in the future.

2. Classroom media upgrading (9 classrooms)

The first stage of this joint media-upgrading project (in conjunction with IT Services) began in 2014 when Rowe Theatre, Room 101 and Room 07 received media upgrading. In 2015, Room 202 and Room 214 received media upgrading. In 2016-17, the remaining classrooms had computers purchased so that all rooms will have the same equipment, making them compatible and consistent for any user. The next stage is to upgrade all classrooms with new projectors. We can upgrade three classrooms per year over the next three years. Having technology within the classrooms, which is consistent and reflecting what the student teachers will encounter in the field is vital to their success as progressive, technology-savvy teachers.

3. Paint South and North stairwells

The first stage of the Education building maintenance/improvement was the painting of the three floors’ hallways six years ago. The second stage is to have the stairwells painted to improve the look of the

173 building and since they have not been painted since it was built (1967) it is reasonable maintenance to have the stairwells painted.

4. Renovate Office 216

As offices are vacated due to retirements they are being renovated, since they are all in original 1960’s condition. Julie-Ann Kniskern will be retiring in June 2018 and her office (Rm 216) will become vacant. The dark wood panelling and built in shelves will need to be removed and walls painted. New ergonomic friendly furniture will be purchased.

5. Signage

The Education building does not have proper and appropriate inside signage to direct visitors. This could pose an accessibility issue for some people. Currently we are using cardstock signs affixed with sticky tack and they sometimes fall down and/or go missing. Signs are needed for all classrooms, offices, and entrances.

6. Renovation of Offices 19 and 20

These two offices could be used for faculty and sessional instructors if they were improved. The carpet is original. It is unhygienic and needs to be replaced with flooring. The built-in cabinets prevent the workspace from being efficiently used. The walls need to be painted.

7. Update former Aboriginal Library (Rm. 226)

In 2016, the materials from the Aboriginal Curriculum Initiatives Centre were moved to their new home in the John. E. Robbins Library. The space (Room 226-1) vacated is in need of general maintenance (paint and flooring) as the carpet is very old and dirty. We would like to renovate this space to make it a work space and meeting room for our Graduate Students. We currently have a meeting table, but we would also need to purchase some individual workspaces for students, with powered tables for their laptops. As part of the renovation to room 226-1, at the same time, we would replace the flooring and paint the offices contained within the Room 226 area (7 offices), they are in the same old and dirty condition.

8. Rowe Theatre upgrading

The Rowe Theatre is the largest theatre-style classroom within the Education building, able to seat 120 students. The Faculty of Health Studies also frequently uses this room. It has been long-overdue for renovation; some seats are broken and do not accommodate those with accessibility issues (ie. wheelchairs). Lighting in the area is poor and makes it difficult for viewing presentations. Painting the theatre would also improve the overall appearance of the room. Although the media equipment was upgraded in 2014, the rest of the room is in need of upkeep. The usage of this room is generally low. A University wide discussion should take place about the best use of this space, before any renovations are done.

174 University Priorities:

Education Building East Ramp: The renovation or replacement of the wheelchair ramp on the east side of the Education building should be considered a university priority. The ramp is limiting in that it is narrow and unsafe, not very stable and gets very slippery in the winter.

Education Building Stair Handrails: The Education building has four stairwells. Spacing on the stair handrails is not up to code and extra uprights need to be installed to comply to space coding. Physical Plant staff have estimated the cost to be approximately $77,000.

Projects completed in 2017-18:

Renovation of 109 (Cam Symon’s old office) $1,300 Flooring in Room 14-1 (Sandy Margett’s office) $1,700 Mounting of Projector in Rm 113 $800 Purchase of boardroom table for Rm 113 $7,100 Renovation of Rm 113 $14,000 Purchase of Projector for Rm 101 $3,500

175 School of Music Equipment and Renovations Submission Submitted February 9, 2018

Having consulted with all School of Music Department Chairs, studied previous submissions (multi‐year plans), and referenced the School of Music’s Academic Plan, a prioritized list of equipment and renovation needs has been developed. Please note that the only items that would not be considered utmost priorities are the last two items on this list, both of which are practical but may be able to be deferred without adversely impacting our ability to meet our academic and strategic goals. iMac Pro ‐ $11,000  To be housed in the Electronic Music Studio, this piece of equipment will allow the School of Music to do essential audio and video editing. This work is crucial for the 21st Century education of a professional musician, music scholar, and music educator. It is also essential for the ongoing research of School of Music faculty. Furthermore, also speaking to academic priorities of the School of Music, this work is necessary in developing and curating content for the School of Music’s website and social media platforms, which are being redeveloped following a School of Music faculty retreat. This is a top priority as the School implements its academic priorities, which include rebranding, items that are reflected in the re‐organization of the School of Music’s operating budget. This particular computer is standard for music and video processing and editing.

Canon VIXIA HF G40 1080/ 60 p HD ‐ $1,600  This video‐recorder will allow the School of Music to document student and faculty recitals and lectures. This is not only important for the teaching and learning process, but is crucial for the generation of meaningful and high quality content. This piece of equipment is linked directly to the iMac Pro – they meet the same academic and strategic priorities.

Replacement for Conductor’s podium and music stand ‐ $1,500  The current Conductor’s podium, which is likely 30 years old, is no longer functional. It is too heavy for faculty and students to move without risk of injury, and can no longer be satisfactorily cleaned. The music stand is also essential for the ergonomic and efficient conducting of ensembles.

Instrument Repair ‐ $9,000  The School of Music has a valuable fleet of string, wind, and percussion instruments. Over the past several budget cycles, we have phased in improvements (for example, building a dedicated storage room for String Bank instruments that is humidified and secure) and repairs. Well beyond the means of the School’s maintenance budget which deals with emergent repairs during the course of the academic year, these funds are required for significant structural repairs and overhauls that have been deferred and can only be provided by highly skilled professionals.

Document Camera ‐ $2,000  This piece of equipment will improve instruction in Music Theory/ Aural & Keyboard Skills and Musicology courses, and allow faculty members to implement classroom methodologies that are now considered standard practice in these disciplines. The document camera, among other things, promotes more interaction in classrooms, reduces copying and materials expenses, and improves the student and faculty experience.

176 Epson Projector for 1‐20 ‐ $17,000  Room 1‐20, a prime teaching and performing space, currently has no capacity for projection. Projection is important for ensemble rehearsals (students learn more when they can see and hear other ensembles performing the same work; also when they can see and hear themselves rehearsing/ performing passages), public lectures, performances (increasingly, there is call for live‐streaming in performance, as well as cross‐disciplinary performances that utilize still and moving imagery), and classroom teaching. It is important to note that the Lorne Watson Recital Hall has no projection capacity, so currently when accommodating lectures and recitals that incorporate project, the School relies on either the Evans Theatre (which requires significant budget for moving a piano) or on portable and low‐quality projection. Furthermore, the School – at a time when its academic priorities include interdisciplinary research, interdepartmental and cross‐faculty collaboration, and upgrading technology – does not have high resolution projection in any of its spaces. This projector will greatly benefit student learning, faculty research (including non‐Music faculty members), and community stakeholders.

Tensioned Projection Screen for 1‐20 ‐ $5,000  The piece of equipment is linked to the projector.

Yamaha Keyboard – P115 Light Grand ‐ $1,000  School of Music students are increasingly being asked to perform off‐campus in venues lacking pianos or suitable keyboard instruments. This instrument – at a reasonable price – is of sufficient quality and is highly portable. The price quoted includes a high quality case.

Furniture for Green Room ‐ $3,000  The School of Music’s Green Room – the space where visiting artists can rest and relax before concerts, during intermissions, and after their performance. The furniture in our Green Room easily dates back to the 1990s, is not in good condition, and is in dire need of replacement.

Total Request: $51,100

177 Student Services Submission – February 9, 2018

Renovations and Equipment Requests

1. Vinyl flooring – east side Student Services Offices ‐ $12,000

The carpet in the hallway and offices on the east side are in need of replacement. There are several areas where the carpet is torn and uneven, creating a tripping hazard for staff and students. This funding was allocated in the 2017/18 budget, however, due to delays; this project will not begin until April 2018. Therefore, I am requesting that $12,000 be carried over from 2017/18 to 18/19.

2. Creating an enclosed office – Office of International Activities ‐ $10,000

The Coordinator of the Office of International Activities engages in numerous interactions with students that involve personal and confidential information. The space does not allow for private exchanges. The Director is requesting that a wall be constructed with a door and a service window (similar to those in Student Services).

Kg/Feb92018

178 RENOVATIONS & EQUIPMENT BUDGET 2018 TO 2021 {5410-901}

Department of Physical Education

Athletics

Healthy Living Centre

Campus Recreation

Priority A 2018-19 a) retractable basketball hoops {$5,000) - ongoing for 3 years b) retractable basketball hoops load check {$3,000) c) Address on outside of Building {$3,000) d) sound system in classroom {$2000) e) 360' security camera for front foyer {$2,500) f) Outdoor soccer goals {$10,000)

Priority B a) Storage shed soccer field hoses, etc. {$3,500) b) new tables, chairs and carts {$10,000) c) Tipn Roll Bleachers {$6,000)

Priority C a) OfficeSuite Furniture in hallway {$6,000) b) Volleyball poles system back up {$6,000) c) Wall of Fame additional drawers built (quote needed) d) Portable Hoops {$15,000)

N,/f, 7,c;/ Russ Paddock, Physical Education Date

Russ Athleti Date � - :_ IS 1?/Y rut/,/ P✓ I Gil Cheung,� Campus Recreation Date /--:¥�· fo) I� -z_.Jf Russ Paddock, Healthy Living Centre Date'

Updated Feb. 15, 2018

179 Physical Plant Major Capital 2018-2019 Revised January 24, 2018

Priority Estimate Account Code PO #

1 McMaster Riser renovations 5 remaining $ 4,250,000.00 1 Landscaping around buildings $ 75,000.00 1 Renovate/remodel LRR bathrooms $ 100,000.00 1 Landscape Dining Loading Dock area $ 200,000.00 1 Basketball Hoop Installation $ 53,000.00 1 Powersmart ‐ upgrade all existing exhaust fans on campus $ 200,000.00 1 Replace East Loop 5kV feeder $ 150,000.00 1 Electrical Back Feed (Alternate Supply) to buildings $ 250,000.00 1 Education Building Transformer $ 50,000.00 1 Henry Champ Gym building envelope $ 100,000.00 1 Brodie Building Building Envelope $ 100,000.00 1 McKenzie Building Envelope $ 50,000.00 1 Education main floor accessible washroom $ 55,000.00 1 Dining Hall Switchgear/MCC upgrade $ 100,000.00 1 McMaster Hall Window Replacement $ 1,100,000.00 1 Brodie Science Emergency Generator and dist replacement $ 450,000.00 1 Replace 41 fume hoods in Brodie $ 1,000,000.00

Sub Total $ 8,283,000.00

2 Elevator Upgrades 11 elevators are in need of upgrades soon $ 350,000.00 2 Flora Cowan Fire Alarm System ? 2 Umphrey and Sutherland main entrance handicap operator $ 30,000.00 2 Brodie Science new Greenhouse $ 1,083,000.00 2 Evans Theatre Upgrade $ 600,000.00 2 Darrach and Flora Air conditioning in rooms $ 2,000,000.00 2 KD install individual zone thermostats $ 32,000.00 3 Jeff Umphrey Elevator $ 650,000.00 GRAND TOTAL $ 13,028,000.00

180 G. Board Budget Committee

181 Board Budget Committee

September 13, 2017 Louis Riel Room – 12:00 PM

Present: Mr. D. Stewart (Chair); Mr. G. Boyd; Dr. S. Robinson; Ms. E. Simon; Mr D. Taylor; Dr. T. Fugleberg; Dr. N. Ek; Dr. J. Godin; Dr. Chris Brown; Dr. D. Tryphonopoulos; Dr. H. Duncan; Mr. G. Gatien; Dr. A. Gulliver; Mr. A. Dunthorne; Ms. K. Gross; Mr. N. Brown; Dr. M. Serfaty; Mr. S. Lamont; Mr. C. Hurst, Ms. A. McDaniel

Regrets: Ms. B. Braaksma; Dr. D. Care; Mr. S. Chambers

Resource: Ms. K. Fisher; Ms. A. Noto; Ms. M. Lamontagne (Recorder)

1.0 CALL TO ORDER

The Chair called the meeting to order at 12:10 p.m.

2.0 AGENDA AND MINUTES

2.1 Approval of Agenda of September 13, 2017

Motion: Moved and seconded (T. Fugleberg/G. Boyd)

BE IT RESOLVED THAT the agenda of the September 13, 2017, Board Budget Committee meeting be approved as amended.

Addition of 4.2 – Discussion of next Board Budget Committee Meeting date

CARRIED AS AMENDED

2.2 Approval of Minutes of April 13, 2017

Motion: Moved and seconded (K. Gross/N. Brown)

BE IT RESOLVED THAT the minutes of the April 13, 2017, Board Budget Committee meeting be approved.

CARRIED

PASSED January 25, 2018 182 Board Budget Committee Page 2 of 6 September 13, 2017

3.0 2017 – 2018 Budget Estimates Draft Submission

3.1 Motion: 2018–2019 Budget Estimates Draft Submission

Motion: Moved and seconded (A. Dunthorne/G. Gatien)

BE IT RESOLVED THAT the 2018-2019 Budget Estimates as proposed by the President be recommended to the Board of Governors for approval.

Dr. Robinson welcomed members and stated that the budget development process has been underway for a while and a list of priorities has been identified for the upcoming year for which he will serve as Interim President. It was noted that the Province requests a Budget Estimates submission annually with a deadline of early September. The submission is to address budget expectations and challenges as well as projections for the next year based on the current year’s activities. The Province also requests a general overview of priorities. The Province has received the document in draft form with a notation that our final submission will follow consideration by the Board Budget Committee and the Board of Governors.

Dr. Robinson spoke to a PowerPoint presentation and the following is a summary of the presentation: - BU is moving from a primarily undergraduate institution to include more graduate programming in all Faculties and Schools; - BU has experienced rapid growth in graduate student enrolment with a 30% increase in 2016-17 alone noting there is a clear demand for increased graduate programming; - BU has maintained a steady climb in research intensity; - Research in Ontario published by Higher Education Quality Council (HEQCO) was used in the document to show how a range of universities are fundamentally different on the basis of five dimensions; - HEQCO dimensions of university differentiation include: (1) Equity of access; (2) Demand (i.e., quality and selectivity of admissions); (3) Learning Journey (i.e., student completion and satisfaction); (4) Graduate Outcomes (i.e., labour market outcomes and/or advanced degrees); and (5) Research Intensity; - Although comparative data for post-secondary institutions is not available in this manner, Brandon University is reflective of a regional university with a relatively balanced approach to each of the five dimensions; - Goals have been set for BU which are representative of these five dimensions as follows: o Equity of access . Dramatically improve upon our considerable record of success o Demand . Maintain and expand both our new and our longstanding high- demand programs

183 Board Budget Committee Page 3 of 6 September 13, 2017

o Learning Journey . Maintain our broad range of programming and not give in to temptation to sacrifice core academic subjects to feed growth in high-demand programs o Graduate Outcomes . Use co-op and experiential learning as widely as possible to improve employment outcomes for graduates; . Maintain range of excellent small undergraduate programs; o Research Intensity . Continue to grow our research profile and success at winning external grants for leading-edge research - Future graduate programming directions for BU could include: o General Master’s degrees in Arts and Sciences o Master of Nursing degree o Interdisciplinary Ph.D. degree in Leadership o Post-graduate diplomas in areas of professional practice and competency - MB institutions need better ways to encourage children of lower-income parents to see the value of pursuing post-secondary education noting that Westman underperforms the provincial average of educational attainment rates; - BU needs to find out how to convince people in Westman that PSE is worth the time and is worth coming back for a second year; - BU is committed to addressing accessibility problems and removing barriers (i.e., first-year outreach program in Dauphin) while using outward-focused efforts of community engagement, outreach, communication and marketing; - Activities and accomplishments from the 2016-17 year were shared which included community relations (i.e., engagement with ACC and downtown land assembly) and provincial priorities (i.e., Sexualized Violence Policy and Accessibility of Manitobans Act); - Research funding has remained steady noting there is a desire to double the funding; - BU will continue to focus on priorities consistent with the Academic Plan: Looking Ahead 2015-2020; - Diversity and inclusion will remain as a priority along with program excellence, renewal and development and sustainable growth.

S. Lamont spoke to the budget portion of the document. The following is a summary of his presentation: - BU has seen an increase in enrolments (up 7.3% from last year) as well as an increase in first-year/first-time students; graduate students; part-time students; full-time students and an increase in applications (highest since 2005); - The document outlines the budget estimates for the 2018-19 year and will be presented to government on October 10th; - Page 19 – Cost Increases and Rationale

184 Board Budget Committee Page 4 of 6 September 13, 2017

o Based on the assumption of a 0% grant increase, there would be a shortfall within the Operating Budget of $2.83M or 6.2% percent. This assumes that there will be no increases in special payments of the Retirement Plan; o For this purpose, Provincial grants are projected at 2017-18 levels. Each 1% change in the operating grant is $383,570; o Tuition fee increases of 5% are expected for 2018-19 plus anticipated rate of CPI for a total of 6.5%; o International tuition fees were discussed but no change was included, however, it is another discussion that will likely take place in this current year; - Page 21 – Promissory Note Payments o 2018-19 payments are projected to be $1,032,612 - Page 21 - Salary and Benefits o Annual pay increase of 2.5% for BUFA members; o All others Collective Agreements (MGEU, IUOE(D) & IUOE(A)) will receive annual pay increases of 2%; o Non-unionized employees have salary rates that parallel MGEU and BUFA; o PSAC agreement expired in August 2016 and is one year overdue. Bargaining will begin once the issues relating to legislated wage controls have been settled, either through the courts or legislation. The current Collective Agreement will be used until another agreement is negotiated; - Page 21 – Utilities o Hydro and natural gas has been increased by 3-4% to reflect price increases; o Sewer and water budget has increased by 6% due to new pricing policy being implemented by the City of Brandon; - Page 22 - General Consumables o Increased by 2% - Appendix 7 o Appendix 7 includes the 2017-18 approved budget along with the letter from the Province; o Campus Manitoba budget requires an increase for inflation of approximately $54K noting they have a provincial grant of $955K. It was noted that there is uncertainty as to the future of the program and discussions with the Province have not confirmed whether or not the program will continue; - Page 26 – Access Programs o Additional funding was requested for the P.E.N.T. program, however, the request was turned down; o Funding is still being sought for the Indigenous Health Studies Transition (IHST) initiatives; - Page 26 - Large Capital Project Requirements

185 Board Budget Committee Page 5 of 6 September 13, 2017

o Funding is being requested again for the Brodie Science Building repairs as well as funding for McMaster Hall to fix plumbing risers; - Page 27 - Capital financing requirements o Healthy Living Centre funding shortfall of $1.3M will require financing; o Buildings close to University would allow for apartment style residences if purchased, noting that the project would fund itself but still requires financing approval.

Overall operating budget shortfall is expected to be approximately $2.83M noting that surplus funds will be used to help cover the deficit which will reduce this figure. It was further noted that the University is not expecting additional funding to be provided by the Province.

The Chair opened the floor to questions.

Ms. McDaniel asked if the University is still looking into an Enterprise Resource Planning (ERP) software noting that it has been included in the Budget Estimates in the past, however, she did not see it in the 2018-18 document.

Mr. Lamont stated that a separate process outside of Budget Estimates in the form of a capital priorities list submitted to the government will handle the request for an ERP. It was noted that the University has sent a list of capital requests to the Province and we await information on how the government will handle each request. In discussions with the Education Advisory Board (EAB), a number of potential options were considered, including partnership with a larger institution. However, no immediate solutions became evident. Mr. Lamont is to initiate future discussions on other possibilities including discussions on a “grow your own” version of the software.

Mr. Taylor asked if administration has a policy in regards to the transfer of information, particularly the circulation of receiving meeting materials in advance. He stated that he had no time to review the Budget Estimates document in advance of the meeting. Mr. Lamont and Ms. Fisher confirmed that the general practice is to have the meeting materials distributed one week prior to the meeting and, while this was the goal, administration was unable to do so this time.

4.0 Next Board Budget Committee Meeting

Noting the mandate of the Committee and its role in ensuring adequate and informative public consultations are held for the campus community, T. Fugelberg asked if the Board Budget Committee could consider setting a meeting to discuss the timing and format of the budget consultations. He also noted that the 2013 draft budget is available on the website in Excel format and wondered why the other draft budgets posted on the website since 2013 are in PDF format and not Excel.

186 Board Budget Committee Page 6 of 6 September 13, 2017

Mr. Lamont responded that PDF versions are used so that the information in the document cannot be altered, however, an Excel version can be provided upon request.

Ms. Fisher stated that there is a process in regards to the approval of the operating budget as follows: - Board of Governors considers the operating budget typically at the May meeting, noting that the proposed date is May 12, 2018; - Prior to the May Board of Governors meeting, the BBC undergoes a two-step meeting where the first meeting will include a presentation and discussion of the operating budget which provides the opportunity for questions and for changes to be made. Approximately one week later, the committee will re- convene and provide a recommendation to the Board; - Prior to the two BBC meetings, budget consultations are held which include faculty and staff. It was noted that, in addition to the above process, the next step is to provide a staffing plan which will go out at the end of the month. The staffing plan process will conclude in mid-December and sometime thereafter, budget consultations will occur. Coordinating a meeting of the Board Budget Committee early in the new year would be appropriate in terms of timing.

Mr. Fugleberg proposed the following motion:

Motion: Moved and seconded (T. Fugleberg/S. Robinson)

BE IT RESOLVED THAT the Board Budget Committee hold a meeting in early January prior to budget consultations taking place.

Ms. Fisher confirmed that the President’s Office will send a meeting request for the proposed meeting.

CARRIED

5.0 ADJOURNMENT

Motion: Moved (T. Fugleberg)

BE IT RESOLVED THAT the meeting adjourn 1:15 p.m.

CARRIED

187 Board Budget Committee

January 25, 2018 Louis Riel Room – 12:00 PM

Present: Mr. D. Stewart (Chair); Dr. S. Robinson; Ms. E. Simon; Mr D. Taylor; Dr. T. Fugleberg; Dr. N. Ek; Dr. J. Godin; Dr. Chris Brown; Dr. D. Tryphonopoulos; Dr. H. Duncan; Mr. G. Gatien; Dr. B. Ardelli; Mr. A. Dunthorne; Ms. K. Gross; Mr. N. Brown; Dr. M. Serfaty; Mr. S. Lamont; Ms. A. McDaniel, Ms. B. Braaksma; Dr. D. Care; Mr. S. Chambers (via teleconference); Mr. J. Gobeil; Mr. K. Auriat

Regrets:

Resource: Ms. K. Fisher; Ms. A. Noto; Ms. M. Lamontagne (Recorder)

1.0 CALL TO ORDER

The Chair called the meeting to order at 12:07 p.m.

2.0 AGENDA AND MINUTES

2.1 Approval of Agenda of January 25, 2018

Motion: Moved and seconded (K. Gross/S. Robinson)

BE IT RESOLVED THAT the agenda of the January 25, 2018, Board Budget Committee meeting be approved.

CARRIED

2.2 Approval of Minutes of September 13, 2017

Motion: Moved and seconded (A. Dunthorne/J. Godin)

BE IT RESOLVED THAT the minutes of the September 13, 2017, Board Budget Committee meeting be approved as amended.

Andrea McDaniel to be added to list of present attendees.

CARRIED AS AMENDED

PASSED April 30, 2018 as emended 188 Board Budget Committee Page 2 of 4 January 25, 2018

3.0 2018-2019 Budget

3.1 2018-2019 Budget Update

S. Lamont distributed an overview of the annual budget process and target dates for members. He provided details on each step of the budget process. In addition, the following highlights were noted:

 Budget submissions are due on February 9th;  Budget consultations are public and provide a way to communicate to the BU community;  Board Budget Committee will meet again after budget consultations to review decisions made regarding budget submissions and will make a recommendation to the Board of Governors;  Budget is currently not balanced and requires supplementation by surplus funds;  Surplus funds have been used since 2011 when a large adjustment was made to special payments of the pension plan;  Sustainable budget position would require ongoing revenues to offset ongoing expenses;  Strategic decisions need to be made if we are in a deficit position that requires supplement of surplus funds to ensure best services are provided for students and to provide positive environment for Faculty (i.e., technology, BURC funds etc.)

Member asked when special payments of pension plan will be reduced to allow the University to no longer require use of surplus funds.

S. Lamont stated that if markets perform well then the return of investment will be better and will help to reduce the need of surplus funds. It was stated that our special payments have already reduced from $3.8M to $600K; however, the amount of surplus funds required to balance the budget now exceeds $600K. It was noted that provincial legislation does not require the University to make solvency payments.

Member asked if there is an agreement in place with each Faculty/Unit where surplus funds provided to the operating budget are required to be paid back at some point. S Lamont confirmed that there is no such agreement and all funds are considered university resources. It was noted that the Board of Governors decides whether surplus funds will be used to balance the budget. It was further noted that funds from the Foundation and the Pension Plan cannot be used to balance the budget.

189 Board Budget Committee Page 3 of 4 January 25, 2018

3.2 2018-2019 Budget Consultations

S. Lamont provided background on the budget consultation process as follows:  In the past, we have met and consulted with every budget unit and almost always have a separate consultation with students;  Public presentations have never been done to the broader community as City of Brandon and Brandon School Division does;  All budget documents are public and made available online.

S. Lamont asked the Committee for suggestions to ensure there is a good budget process that will keep people as informed as they want to be as well as any other input they might have. The following is a summary of the discussion:  Free slot on Tuesday would be a good time to hold a consultation to ensure Faculty members have time to attend. It was noted that Health Studies cannot attend during free slot;  Multiple sessions would be ideal to ensure maximum attendance;  An hour has not been enough time as the presentation tends to be longer than anticipated;  It was suggested that a budget presentation be limited to 20-25 minutes with 25-40 minutes for questions;  Suggestion that consultations occur before the budget is drafted to allow opportunity for suggestions and comments;  Suggestion that students have opportunity to watch consultations via live stream or a submission box;  The earlier consultations take place, the better as information after the fact is not good. Everyone should be able to influence what happens;  Presentations should be word-friendly and easy to understand for students, faculty and staff to clearly understand;  Suggestion that if each unit has their own consultation that they do not span over a lengthy period of time (i.e., over span of four weeks);  Suggestion that a unit by unit approach be considered this year to get more people involved and then revert back to a general approach every second or third year;  Suggestion that follow-up be done for individual consultations to ensure that more than two people show up. It was noted that having more than one unit at a session may be better than multiple sessions with low attendance;  Member expressed that at this point it is likely too late to add consultations to a Faculty Council agenda and that waiting until March may not be possible as a budget may have been drafted at that point;  Next year it may be better to start consultation discussions earlier to have them added to Faculty Council agendas.

It was agreed that public budget consultations will be scheduled in early Spring for anyone to attend and that individual units can request their own consultations if desired. An agenda and materials will be distributed in advance.

190 Board Budget Committee Page 4 of 4 January 25, 2018

4.0 ADJOURNMENT

Motion: Moved (E. Simon)

BE IT RESOLVED THAT the meeting adjourn 12:44 p.m.

CARRIED

191 Board Budget Committee

April 30, 2018 Louis Riel Room – 12:00 PM

Present: Dr. S. Robinson; Ms. E. Simon; Mr. D. Taylor; Dr. T. Fugleberg; Dr. N. Ek; Dr. J. Godin; Dr. C. Brown; Dr. D. Tryphonopoulos; Dr. H. Duncan (via teleconference); Mr. G. Gatien; Dr. B. Ardelli; Mr. A. Dunthorne; Ms. K. Gross; Mr. M. Agavi; Dr. M. Serfaty; Mr. S. Lamont; Ms. A. McDaniel, Mr. R. Schira; Dr. D. Care (via teleconference); Mr. S. Chambers (via teleconference); Mr. J. Gobeil; Mr. K. Auriat (Acting Chair)

Regrets: Mr. D. Stewart

Resource: Ms. A. Noto; Ms. K. Fisher; Ms. M. Lamontagne (Recorder)

1.0 CALL TO ORDER

The Chair called the meeting to order at 12:05 p.m.

2.0 AGENDA AND MINUTES

2.1 Approval of Agenda of April 30, 2018

Motion: Moved and seconded (E. Simon/A. Dunthorne)

BE IT RESOLVED THAT the agenda of the April 30, 2018, Board Budget Committee meeting be approved.

CARRIED

2.2 Approval of Minutes of January 27, 2018

Motion: Moved and seconded (K. Gross/E. Simon)

BE IT RESOLVED THAT the minutes of the January 27, 2018, Board Budget Committee meeting be approved as amended.

Strike “Dr. Austin Gulliver” from Present attendees and add “Dr. Bernadette Ardelli”.

CARRIED AS AMENDED

PASSED May 7, 2018 192 Board Budget Committee Page 2 of 6 April 30, 2018

3.0 Review of 2018 – 2019 Operating Budget

A copy of the proposed 2018-2019 operating budget was circulated to members in advance of the meeting.

In addition, the following highlights were noted: - Cost Increases o Draft budget for 2018-2019 increased by $3M compared to the 2017-2018 budget; o $1.4M of the $3M are new cost increases for the 2018-2019 budget which will require the use of surplus funds; o Approximately $1M of the $1.4M are salary and benefit increases, including a reduction in special payments of $371k; o Other cost increases include non-salary inflationary adjustments of $163,412, a subsidy of $45,000 to bring PENT student tuition in line with other student tuition, increased demands for Board of Governors entrance scholarships and employee tuition waivers of $112,000, and miscellaneous adjustments of $75,910; - Provincial Grant and Tuition Changes o Province decreased operating grant by 0.9% ($345k); o Tuition revenues are projected to increase by 6.6% with a 6.0% enrolment increase for a total of 12.6% or $1.19M over 2017-2018 levels; o Net increase in revenues is projected to be $845,500; - Salaries and Benefits o Approximately 90% of annual operating budget is allocated for salaries and benefits, including additional special payment to the BU Retirement Plan; o Salaries and benefits have been adjusted for collective agreement increases, position turnovers and leaves; o Five positions were left temporarily vacant for the 2018-2019 year and 6 FTE new positions were added as well as additional Indigenous Elder resources; o Vacant positions have provided savings of $492,760 for 2018-2019 over anticipated requirements in the base budget; o Province mandated the University to reduce management positions by 15% which will result in savings over the next few years; o Total BU salary savings for 2018-2019 is expected to be in the range of $316k; - Brandon University Retirement Plan o Projected annual special payments have decreased for 2018 by $371k for an estimated payment requirement of $293k; - Revenues Increases o Increased fees for EAP is expected to bring in an additional $32,500 in revenues; o Revenues from the General Endowment Trust Reserve (source of funds for Advancement Office) are expected to increase by $28,904 in 2018-2019; - Investment in Programs and Services o It is important to invest in programs and services that reflect goals and values of BU;

193 Board Budget Committee Page 3 of 6 April 30, 2018 o A variety of investments will be made to programs and services as indicated on Page 5 and 6 of the budget document; o $5k of revenue is expected from the co-op education program; - Surplus Funds o It is proposed that $1,606,150 will be addressed through the use of surplus funds; o These funds will need to be found again as part of the 2019-2020 operating budget; o If salary freezes come into place, this will make a significant difference and allow us to catch up; - International Student Tuition Fee Premiums o Proposal will be made to the Board of Governors to implement an increase for the 2019 year to allow recruitment time to provide information to prospective students; o Beginning in September 2019, international tuition fees will increase as follows: . Undergraduate students will pay 3.7 times more than domestic students (consistent with rates charged at U of W and U of M); . Continuing undergraduate students will pay 2.5 times more than domestic for 2019/20, 3 times for 2020/21, 3.5 times for 2021/22, and 3.7 times for 2022/23; . Beginning in September 2019, graduate level students will pay 2 times what domestic students pay (also consistent with other MB universities); o 15% of all international tuition premium rates are returned to students in the form of scholarships noting that by 2022/23, this will increase international student scholarships by almost $400k; o Increases for returning students will be gradually introduced meaning that revenues from the premiums will gradually increase beginning in 2019-2020 and reaching full implementation in 2022-2023; o Increased premiums will allow the University to add more support services for students; - Page 26 includes Budget by Function and by Object; - Page 33 – 34 are letters from the Province including the operating grant and tuition fee legislation; - Loan payments are approx. $90k per month noting that these are not included in the grant letter but are in addition to what we receive; - Co-op program will have a new one-time fee of $650 which will provide $5000 of revenue for the program; - Fees for multiple registration changes have been omitted and all students will instead pay an annual fee of $15 and have the ability to make changes as often as needed; - With Province no longer providing provincial health coverage for international students, BU is working with PSE institutions in Manitoba to source an affordable plan from an external insurance provider. All students and immediate family members will be required to have coverage; - EAP went from $3000 per term to $3500 per term; - Renovations and Equipment

194 Board Budget Committee Page 4 of 6 April 30, 2018 o Marketing and Communications will receive $50,000 to update the sign on corner of 18th & Victoria. These funds will come from IT services as there are savings in their budget of approximately this amount; - Eckhardt-Gramatte Conservatory o Budget always intends to break even; o Does not use operating budget from university; o All revenue comes from the students they teach; - Ancillary Services o Parking will increase by 4%; o Residence rates will increase by approximately 2%; o Board rates (i.e. meal plan) will increase by 1%; o Casual accommodation rates will increase by 2%; o Went from 250 to 350 students staying in residence with uncertainty as to fluctuation. Budget is based on 315 people in residence; o Expect operation next year to be $374k in net revenue; o Residence deficit of $95k noting a Residence Hall transfer/allocation to Student Services as they run programs for Residence Hall; o Rental properties on 18th – deficit of $49k o Total surplus of $148k.

The Acting Chair opened the floor for questions.

Question was raised in regards to what the renovations and equipment budget pays for. S. Lamont confirmed that this covers a variety of renovations and equipment costs; however, Physical Plant is responsible for covering costs of some renovations such as painting.

S. Lamont reminded members that the individual department budget submissions are included in the Operating Budget document should members wish to look at details on what each budget line intends to cover.

Question was raised as to whether the university has taken into account any ethical or other implications of raising international tuition fees, especially given that international students are losing universal healthcare. It was noted that international students likely choose BU because it is affordable.

S. Robinson stated that there is concern with health care coverage; however, with the proposed differential increase, we will still be significantly lower than any university in western Canada. Additional revenue will help to address concerns and provide additional support (e.g. fund new positions) needed for international students which will also help retention.

S. Lamont added that with an increase in premiums, scholarships will also be increased for international students that only those students are eligible for.

M. Serfaty added that in terms of counselling (academic and psychological), additional revenue will enable us to do more.

195 Board Budget Committee Page 5 of 6 April 30, 2018 As per question from member, Ms. Noto confirmed that pension liability payments are already built in under the 2018 budget (page 26).

It was confirmed that Institutional Advancement and External Relations has been split into two departments (Advancement & Alumni/Marketing & Communications). It was noted that this change has not yet been updated in some parts of the document.

It was noted that investments in specific programs and services (page 5) expenses are a mix of on-going and one-time expenses.

It was confirmed that as per Other Initiatives (page 152), a $45k commitment has been made to the PENT program for five years, which began last year. S. Lamont stated that as PENT is an access program, it was felt that students who are geographically disadvantaged should have the opportunity to pay the same amount of tuition as students on campus. This financial commitment will allow that to happen.

It was confirmed that the $800k Contingency line (line 359, page 152) includes salaries, promotions, sabbatical replacements etc. It was also confirmed that these expense will be budgeted into salaries and benefits as the year rolls out.

K. Fisher confirmed that the Promotion & Recruitment line (Executive Offices budget, page 57) covers sponsorship initiatives (Royal Manitoba Winter Fair; Chamber of Commerce, etc.) and is more of a discretionary line. The line is also used to sponsor faculty conferences in an equivalent form with other academic/administrative offices.

It was confirmed that the Presidential Search is covered by line item 334 under Board of Governors (Executive Offices budget, page 57). It was noted that as the search was not expected, there was no budget for the 2017-18 year where it is anticipated that most costs will be; however, expenses will roll into the 2018-19 year.

M. Serfaty confirmed that the Promotion & Recruitment line (VP Academic & Provost budget, page 60) is used to support conferences and requests for faculty research. This year the office received close to a dozen requests to support BU sponsored conferences.

Question was raised about plans for an ERP system noting a concern with current outdated systems. A. Dunthorne stated that consultations have been done on campus; however, ERP systems are expensive and the university needs to look for an affordable option.

S. Lamont stated that we may have found one that could work and we are currently doing a request for proposals. It was noted that partnership opportunities with other institutions could not be found and licenses have to be bought separately.

It was confirmed that there is currently no budget for the downtown initiative. S. Lamont stated that a decision regarding the continuance of the downtown development project is expected to emerge from the Board of Governors in May and nothing has been authorized as of yet.

196 Board Budget Committee Page 6 of 6 April 30, 2018 It was further stated that current expenses have been resulting in a deficit on the balance sheet noting there is a need to invest to find out if the initiative is feasible. It was confirmed that approximately $400k was spent on the initiative as part of the 2017-18 budget.

S. Robinson confirmed that it is intended that funds previously used for the Associate Dean of Health Studies position will be used to support an Associate Dean that will follow the Dean of Graduate Studies & Research position.

Question was raised as to why Student Services salaries budget has gone down by approximately 17%. K. Gross noted this is mostly due to retirements (i.e. someone at top of scale is replaced by someone new at bottom of scale) and that no positions have been lost.

It was confirmed that the Registrar’s Office has an increase in salaries by approximately 23% due to staff who transferred from Finance to the Registrar’s department.

S. Robinson confirmed that the $35k allocation to BU’s 50th Anniversary will be used for a larger scale Homecoming event with plans to include a significant outdoor concert. If the event is successful, that $35k will be paid back. The budget is on the assumption that there is a risk noting that attempts will be made to manage the risks.

E. Simon shared BUSU’s experience with outdoor concerts. BUSU will meet with Communications to see about potentially collaborating. It was stated that BUSU does not have many resources to allocate to this event.

4.0 ADJOURNMENT

Motion: Moved (E. Simon)

BE IT RESOLVED THAT the meeting adjourn 1:17 p.m.

CARRIED

197 Board Budget Committee

May 7, 2018 Louis Riel Room – 12:00 PM

Present: Mr. D. Stewart (Chair); Dr. S. Robinson; Ms. E. Simon; Mr. D. Taylor; Dr. T. Fugleberg; Dr. N. Ek; Dr. J. Godin; Dr. D. Tryphonopoulos; Dr. H. Duncan; Mr. G. Gatien; Dr. B. Ardelli; Mr. A. Dunthorne; Ms. K. Gross; Mr. M. Agavi; Dr. M. Serfaty; Mr. S. Lamont; Ms. A. McDaniel, Mr. R. Schira; Dr. D. Care; Mr. J. Gobeil; Mr. K. Auriat

Regrets: Mr. S. Chambers; Dr. C. Brown

Resource: Ms. A. Noto; Ms. K. Fisher; Ms. M. Lamontagne (Recorder)

1.0 CALL TO ORDER

The Chair called the meeting to order at 12:07 p.m.

2.0 AGENDA AND MINUTES

2.1 Approval of Agenda of May 7, 2018

Motion: Moved and seconded (A. Dunthorne/J. Godin)

BE IT RESOLVED THAT the agenda of the May 7, 2018, Board Budget Committee meeting be approved.

CARRIED

2.2 Approval of Minutes of April 30, 2018

Motion: Moved and seconded (K. Gross/K. Auriat)

BE IT RESOLVED THAT the minutes of the April 30, 2018, Board Budget Committee meeting be approved.

CARRIED

PASSED 198 Board Budget Committee Page 2 of 4 May 7, 2018

3.0 2018 – 2019 Operating Budget

3.1 Motion: 2018 – 2019 Draft Operating Budget

Motion: Moved and seconded (S. Robinson/D. Tryphonopoulos)

BE IT RESOLVED THAT the 2018 – 2019 draft Operating Budget, as proposed by the Interim President, be recommended to the Board of Governors for approval.

Member asked what the final costs were for demolition of the Strand and other site preparation work at the downtown location and if BU was required to pay for these costs upfront.

S. Lamont stated that the costs to date are approximately $450k and confirmed that BU is fronting the cost; however, BDDC has agreed to reimburse these costs up to $500k. It was noted that Burns Maendel also completed some work for the site and these expenses are also expected to be covered by the $500k.

It was confirmed that if a downtown development does not go ahead, BDDC will still reimburse these costs to BU.

Member asked why such projects that require a significant amount of money (e.g., downtown) are not shown in the budget whereas items such as “Campus Beautification” are included.

S. Lamont confirmed this is because capital budget items are not covered in the Operating Budget. It was stated that other infrastructure items such as the McMaster Hall plumbing risers are not shown in the Operating Budget either.

Member asked if appropriated, unappropriated and carry forward surpluses are listed in the budget document.

S. Lamont stated that there are estimates listed; however, actual amounts are not included as they have not yet been calculated.

Member asked how surplus funds have not run out if they have been drawn on to balance the budget for at least the past five consecutive years. S. Lamont noted that while we continue to draw on surplus funds to balance the next year’s operating budget, additional surplus funds have been generated in the previous budget year. S. Lamont noted that this is not a sustainable budget position and suggested that the University will need to move towards a such a position (i.e. expenses are covered by revenues in any given budget year). Once such a position is achieved, any surplus funds will be available to invest in special initiatives.

Member asked what the contingency fund covers noting their belief was that surplus was for contingency.

199 Board Budget Committee Page 3 of 4 May 7, 2018

S. Lamont stated that contingency funds relate to expected expenses that cannot be determined at the start of the fiscal year (e.g. salary adjustments as a result of promotion of faculty members; sessionals; sessional bonuses; reclassifications, etc.).

Member suggested that future budget documents include the unaudited numbers from the most recent fiscal year for comparison as well as the actuals and budget for previous years. It was noted that a number of significant changes in direction have occurred so it would be good to compare with the most relevant figures. In addition, these would help to see how we performed financially relative to previous years.

S. Lamont stated that his department would look into this.

Member raised question as to what the rationale is for providing each unit’s budget plans going forward in the budget document. A concern was expressed that sometimes these submissions do not reflect a cohesive vision (e.g., collaborative initiatives with different units) and are not presented in a standard format.

S. Lamont stated that these submissions provide the opportunity for budget units to communicate to the Board and broader community on future initiatives and strategic plans.

Question was raised as to whether the Board Budget Committee will have the opportunity to review the major capital budget.

S. Lamont stated that this has not been a regular practice in the past; however, there is no reason why the Committee cannot review it on a go-forward basis should they wish to do so.

It was suggested that the major capital budget be included at a future meeting. S. Lamont agreed that he could provide this at a future meeting.

Member asked if there were any changes made to International differential fees since receiving the draft Operating Budget.

S. Robinson stated that dialogue has been ongoing with BUSU and the Office of International Activities to look at implications of increased fees; however, there have been no changes to what was proposed in the draft Operating Budget.

Member asked if the grant allocation for major capital ($488k) was allocated to downtown development. S. Lamont confirmed that this amount will be allocated to the McMaster building.

CARRIED

200 Board Budget Committee Page 4 of 4 May 7, 2018

4.0 ADJOURNMENT

Motion: Moved (J. Godin)

BE IT RESOLVED THAT the meeting adjourn 12:27 p.m.

CARRIED

201 H. Eckhardt-Gramatt Conservatory of Music

é

202 Eckhardt-Gramatté Conservatory of Music Brandon University

2018/2019 Budget Notes.

Revenue

103/104 Our Kickstart Piano and Saxophone summer camp programs continue to thrive and have become an annual course offering. 108/109 Our on-line theory course revenue appears under 106/107 One to One instruction because our current delivery model is not offered in a classroom setting. 110/111 The Music for Children program has rebounded with a new instructor who has committed to delivering classes for the next two years. 116/117 Our song-writing and music therapy courses were not offered in the fall. 118/119 The Suzuki program had a minor setback with a drop in enrolment. A family with several children registered in the program relocated to Ontario.

Expenditures

005 Expenses include creating a Facebook page and the hiring of a chorale intern funded by a special gift. 017/020 Last year’s saxophone camp enrollment surpassed expectations and a third instructor had to be hired to accommodate the demand. 60 Music for Children classes will continue to be offered as they are an important feeder for our other Conservatory classes. 66 See note above regarding 116/117. 68 See note above regarding 118/119. 302 Expenses for Special Allowances sometimes include items that should have been coded to Honorariums for visiting Artists. 388 A new line has been established to capture the expense related to credit card commission (formerly under 384/386).

203 ECKHARDT-GRAMATTÉ CONSERVATORY OF MUSIC Brandon University Preliminary Budget REVENUE Approved Code Description Budget 17/18 Budget 18/19 Budget 19/20 Budget 20/21

106/107 One to One Instruction 210,000 220,000 220,000 226,000 108/109 Theoretical Class Instruction 0 0 0 0 110/111 Music for Children 1,000 1,100 1,200 1,200 112/113 Suzuki Group Instruction 36,000 38,000 39,000 40,000 114/115 Chorale 20,000 20,000 21,000 21,000 116/117 Other Group Instruction 1,000 1,000 1,000 1,200 118/119 Suzuki One to One Instruction 95,000 85,000 90,000 90,000 120/121 Killarney Music/Choir 0 0 0 0 122/123 Orchestra 3,800 4,000 4,200 4,600 103/104 Piano/Saxophone Summer Camp 6,000 6,000 6,500 6,500 160 Conservatory Registration Fees 22,000 22,000 23,000 24,000 503 Foundation Transfers 17,000 17,000 17,000 17,000 507 Program Revenue 0 0 0 TOTAL REVENUES 411,800 414,100 422,900 431,500

EXPENSES

Code Description 2 Acad./Sabb./I.A. 37,500 38,000 39,000 40,000 5 Student Assistants/Casual 1,200 1,300 1,400 1,500 19 Suzuki Directors (Strings) 8,000 8,000 8,500 8,500 56 One to One Instruction 180,000 172,000 172,000 175,000 58 Theory 0 0 0 0 60 Music for Children 750 800 850 850 62 Suzuki Class Instruction 29,000 31,000 32,000 33,000 64 Chorale 13,500 14,000 14,500 15,000 66 Other Group Instruction 1,000 900 900 1,000 68 Suzuki One to One Instruction 72,000 76,000 78,000 80,000 69 Killarney 0 0 0 0 70 Orchestra 2,500 3,000 3,500 3,700 98 Allocations 30,000 30,000 30,000 30,000 100 Benefits 5,300 5,500 5,600 5,700 099/199 Recoveries SUB-TOTAL SALARY & BENEFITS 380,750 380,500 386,250 394,250

201/02/06 Travel/Moving/Recruitment 700 800 900 1000 204 Career Development 1,000 1,200 1,200 1200 299 Recoveries SUB-TOTAL TRAVEL & MOVING 1,700 2,000 2,100 2,200

EXPENSES, continued

301 Advertising 1,800 2,000 2,200 2,200 302 Special Allowances 1,500 1,700 2,000 2,000 304 Consumables 2,200 2,300 2,400 2,400 305 Photocopying - Printing 800 900 1,000 1,100 307 Membership Subscriptions 308 Postage 1,200 1,200 1,400 1,400 309 Telephone - Long Dist. 20 25 50 50 310 Telephone - Rental 1,200 1,300 1,400 1,400 311 Repairs and Maintenance 500 600 700 700 312/317 Other Rentals/Special Functions 0 0 0 0 321 Insurance 700 800 900 1,000 337 Honorarium 1,000 1,300 1,400 1,400 345 Staff Development 730 775 800 800 354 Fax Expenses 359 Music 2,000 2,000 2,500 2,500 017/020 Piano/Saxophone Summer Camp 4,500 5,000 5,500 5,500 363 Recitals 367 Workshops 2,000 2,000 2,200 2,200 383 Legal and Audit 1,000 1,100 1,200 1,400 384/386 Bad Debts/Collection Bureau Fees 2,000 2,600 2,900 3,000 388 Global Payments 4,200 4,500 4,500 4,500 396 Special Recoveries (E-GRE) 799 Interfund Transfer SUB-TOTAL SUPPLIES & OTHER EXPS. 27,350 30,100 33,050 33,550

901 Equipment purchases 2,000 1,500 1,500 1500 SUB-TOTAL EQUIPMENT 2,000 1,500 1,500 1,500

TOTAL EXPENSES 411,800 414,100 422,900 431,500

SURPLUS (DEFICIT) 0 0 0 0

204 I. Ancillary Services

205 Brandon University Ancillary Services 2018-2019 Budget Submission

Brandon University Ancillary Services is responsible for the operation of the following units:

• Residence Facilities • I.D. Card Centre • Parking • Conferences • Food Services • Bookstore

The Ancillary Services budget is also responsible for the funding of the Residence Halls Programs Office (RHPO) budget which is managed under the Students Services portfolio. An increased investment of 25% is requested for the 2018-19 budget year as a new Residence Manager has joined our team and is making some adjustments and changes to the RHPO. Details are provided in Students Services budget submission.

Additionally, when Ancillary Services produces a surplus at year end, it is expected to make a contribution towards the University’s operating budget.

For the 2018-19 budget year, the Ancillary Services team is projecting a residence population based on an average of 315 students. The below table demonstrates residence occupancy numbers for the past 5 years. While our 2017-18 occupancy numbers were at their highest (84.1% occupancy), we have not seen a consistent enough trend to project a similar occupancy rate for this year.

All Residents by Type Eff Nov 1 2017 Academic year Account Type 2013 2014 2015 2016 2017 A.C.C. 38 42 57 43 54 ACTIVE GRAD 1 2 5 6 6 EAP STUDENT 3 22 1 31 FACULTY/STAFF 1 1 1 1 0 SPONSORED STUDENT 17 25 30 12 14 STUDENT ACCOUNT 190 196 225 231 247 WAIVERS (ELAP) 1 MISCELLANEOUS 1 ACCOUNT Grand Total 250 266 340 294 354

206 All operations of Ancillary Services play a significant role in both the recruitment and retention of our faculty, staff and students and so it is important to ensure that adequate investments are being made to our operations.

Residence Facilities Brandon University has three dormitory style residence buildings (1 all-female, 1 all-male and 1 co-ed) all built in the 1960’s. As referenced in the Administration & Finance budget document, Brandon University is currently working with the University of Winnipeg Community Renewal Corporation 2.0 to determine what kind of student housing could be developed in our newly acquired downtown property to meet the future needs of our students as we know that there are many students that would prefer to live in suite or apartment style housing rather than dormitory style housing.

The Ancillary Services team will devote resources and time to the following investments (totaling $100,000) for our residence facilities operation over the 2018-19 budget year:

 The painting of 60 rooms in the McMaster and Darrach Hall residences  The renewal of the Flora Cowan exterior canopy  Cosmetic upgrade to the Louis Riel public washroom  Replacement of the fire pump in McMaster Hall  Additional Building Service Worker for 4 hours of coverage on weekends  Increase bandwidth for internet and replacement of modems

Our residence room furniture is the original furniture since the 1960’s and must be replaced over the next few years. Our Ancillary team will spend the next year exploring what kind of furniture is needed and the cost associated with the replacement.

Room rates will increase by 2%.

I.D Centre The I.D Card Centre provides student cards to every student on an annual basis. We also provide the card printing service to our Nursing placement students in Winnipeg and Brandon.

Two new card printers ($10,000) are planned for this year. Ancillary Services will work closely with I.T Services this year as we look towards obtaining a “one card” system in the future.

I.D Card fees will not increase this year.

Parking Parking Services at BU offers parking to over 800 customers on a yearly basis in 9 parking lots and also has 4 metered and dispenser lots for use. Many of our parking lots require resurfacing and significant investments will have to be made over the next 5 to 10 year period.

The purchase of a web based parking software package ($10,000) is planned for this fiscal year. This system will create a drastic reduction in administration work, give us the ability to monitor the sales in our lots on any given day and it will create data listings that we can use to communicate with our

207 patrons. The second major investment in our parking operation is the planned purchase of 3 new digital and card compatible parking ticket dispensers ($30,000) to replace the ones in Lots 5, 6 & 10.

Parking rates will increase by 4%.

Conferences For a second year in a row, Brandon University conferences services will be host to the Legion Games in August. Over 400 student athletes, coaches and chaperones and around 50 officials will stay in our residences and eat in our Harvest Hall.

Throughout the summer months we host miscellaneous conferences of all sizes and over the next year we will re-evaluate and build a business plan to expand on our conferences services at BU.

Casual accommodation rates will increase by 2%

Food Services The Brandon University Food Services operation provide meals to all students living in our three residences; provides food to the greater BU community (non-residence students, faculty and staff); provides catering to internal departments for meetings and meals; provides catering to external customers using BU facilities; provides off-site catering and prepares meals for events such as weddings and large conferences up to 500 people.

The mandatory meal program for our residence students will see an increase of 1%.

While there have been continual changes and improvements made to the food offerings, there has not been a significant change to the internal design of our food lines for over 15 years. Brandon University will engage a consultant to help guide us through the renewal plan for the food service operation.

Bookstore Follett of Canada have been operating our campus bookstore since April 2016. While we experienced some challenges during the transition period, the operation of the campus bookstore is going well and we have been able to generate a surplus within the operation which allows us to share 50% of the profit with our Brandon University Student Union.

208 BRANDON UNIVERSITY: ANCILLARY SERVICES ANNUAL BUDGET DRAFT BUDGET APRIL 1, 2018 MARCH 31, 2019 7100 7300 7500 7400 7600 7700 BASED ON AVERAGE OCCUPANCY = 315 FOOD RESIDENCES ID Centre BOOK Rental PARKING Room Rate +2%, Board Rate +1% SERVICES STORE Properties TOTAL REVENUE: Residence Revenue (1,511,150) (96,000) (45,900) (1,653,050) Food Services Revenue (1,659,134) (1,659,134) Campus Books Revenue - (65,000) (65,000) Parking Revenue - (299,340) (299,340) 3301 SUB-TOTAL: REVENUES: (1,659,134) (1,511,150) (96,000) (65,000) (45,900) (299,340) (3,676,524) EXPENDITURE: 003 F.T. Support 425,000 222,914 647,914 004 P.T. Support 140,000 - 140,000 005 O.T./Student Assistants/Casual 45,000 9,809 5,837 60,646 018 Cleaners 71,500 199,900 530 271,930 099 Cleaners (Recovery from Residence) (71,500) 71,500 - 1xx Benefits 125,000 42,354 167,354 SUB-TOTAL: SALARIES & BENEFITS: 735,000 546,477 5,837 - 530 - 1,287,844 201 Travel/PDA 2,000 2,000 4,000 204 PDA 2,000 2,000 4,000 SUB-TOTAL: TRAVEL & MOVING: 4,000 4,000 - - - - 8,000 301 Advertising 4,000 5,000 9,000 304 Consumables 8,000 3,400 35,000 4,000 50,400 305 Photocopying - Printing 1,000 1,400 2,400 307 Membership Subscriptions 1,000 6,200 7,200 308 Postage 75 500 575 309 Telephone - Long Dist./cell phone 800 2,500 3,300 310 Telephone - Rental 3,600 2,000 2,200 7,800 311 Repairs & Maintenance 35,000 125,000 100 1,000 35,000 25,000 221,100 312 Other Rentals (Westman) 1,000 45,000 46,000 314 Contracts 3,000 3,000 315 Property Tax 7,959 7,959 316 Socan/Resound Fees 200 200 320 Taxes & Licenses 1,200 1,200 321 Insurance 7,000 35,190 700 520 43,410 322 Cleaning Supplies 12,000 26,000 38,000 323 Laundry 7,600 17,340 24,940 Grounds Upkeep 1,500 1,500 325 Security Services 66,000 42,000 108,000 326 Service Contracts 31,000 15,000 46,000 327 Rent - Real Estate 53,600 53,600 328 Provision for Replacement 6,453 28,930 35,383 329/385 Freight 1,000 85 1,085 330 Food Services (Food Purchases) 650,000 102 650,102 345 Staff Development 2,500 1,200 3,700 Liquor Purchases 5,500 5,500 Paper Products 32,000 32,000 Flowers 200 200 Mortgage - High Rise 133,372 47,826 181,198 Mr. Sub Franchise Fees 3,000 3,000 354 Fax Expenses 100 100 355 Uniforms 2,000 2,000 357/358 Software/Software Licensing & Support 6,000 3,300 3,000 12,300 382/4 Service Charge/U.S. Exchange/Collection/Credit Card 5,000 11,000 16,000 393 Equipment - Furniture (Under $1,000) 1,000 30,500 1,040 4,700 37,240 399 Recoveries (8,000) - (8,000) 799 RHPO Transfer To Student Services 276,747 276,747 8xx Utilities 73,000 218,484 150 7,500 299,134 SUB-TOTAL: SUPPLY & OTHER: 865,128 1,041,335 35,100 57,500 93,995 130,215 2,223,273 901 Equipment /Renovation 15,000 15,000 10,000 - - 40,000 80,000 SUB-TOTAL: RENOV.& EQUIP: 15,000 15,000 10,000 - - 40,000 80,000 GRAND TOTAL EXPENSES 1,619,128 1,606,812 50,937 57,500 94,525 170,215 3,599,117 (SURPLUS)/DEFICIT (40,006) 95,662 (45,063) (7,500) 48,625 (129,125) (77,407) SHARE TO STUDENT UNION (3,750) (3,750) TOTAL (SURPLUS)/DEFICIT (73,657)

209 BRANDON UNIVERSITY: ANCILLARY SERVICES ANNUAL BUDGET DRAFT BUDGET APRIL 1, 2019 MARCH 31, 2020 7100 7300 7500 7400 7600 7700 BASED ON AVERAGE OCCUPANCY = 315 FOOD RESIDENCES ID Centre BOOK Rental PARKING Room Rate +2%, Board Rate +1% SERVICES STORE Properties TOTAL REVENUE: Residence Revenue (1,502,228) (96,000) (45,900) (1,644,128) Food Services Revenue (1,675,725) (1,675,725) Campus Books Revenue - (66,300) (66,300) Parking Revenue - (311,112) (311,112) 3301 SUB-TOTAL: REVENUES: (1,675,725) (1,502,228) (96,000) (66,300) (45,900) (311,112) (3,697,265) EXPENDITURE: 003 F.T. Support 433,500 188,769 622,269 004 P.T. Support 142,800 - 142,800 005 O.T./Student Assistants/Casual 45,900 10,005 5,954 61,859 018 Cleaners 72,930 203,898 541 277,369 099 Cleaners (Recovery from Residence) (72,930) 72,930 - 1xx BU Benefits 127,500 35,866 163,366 SUB-TOTAL: SALARIES & BENEFITS: 749,700 511,468 5,954 - 541 - 1,267,663 201 Travel 2,000 2,040 4,040 204 PDA 2,000 2,000 4,000 SUB-TOTAL: TRAVEL & MOVING: 4,000 4,040 - - - - 8,040 301 Advertising 4,080 5,100 9,180 304 Consumables 8,160 3,468 35,700 4,080 51,408 305 Photocopying - Printing 1,020 1,428 2,448 307 Membership Subscriptions 1,020 6,324 7,344 308 Postage 77 510 587 309 Telephone - Long Dist./cell phone 816 2,550 3,366 310 Telephone - Rental 3,672 2,040 2,244 7,956 311 Repairs & Maintenance 35,700 127,500 102 1,020 7,500 25,500 197,322 312 Other Rentals (Westman) 1,020 45,900 46,920 315 Property Tax 3,060 8,118 11,178 314 Contracts - 316 Socan/Resound Fees 204 204 320 Taxes & Licenses 1,224 1,224 321 Insurance 7,140 35,894 714 530 44,278 322 Cleaning Supplies 12,240 26,520 38,760 323 Laundry 7,752 17,687 25,439 324 Grounds Upkeep 1,530 1,530 325 Security Services 67,320 42,840 110,160 326 Service Contracts 31,620 15,300 46,920 327 Rent - Real Estate 57,352 57,352 328 Provision for Replacement 6,582 29,509 36,091 329/385 Freight 1,020 87 1,107 330 Food Purchases 663,000 104 663,104 345 Staff Development 2,550 1,224 3,774 Liquor Purchases 5,610 5,610 Paper Products 32,640 32,640 Flowers 204 204 349 Mortgage - High Rise 133,372 47,826 181,198 353 Mr. Sub Franchise Fees 3,060 3,060 354 Fax Expenses 102 102 355 Uniforms 2,040 2,040 357/358 Software/Software Licensing & Support 6,120 3,366 3,060 12,546 382/4/6/8Service Charge/U.S. Exchange/Collection/Credit Card 5,100 11,220 16,320 393 Equipment - Furniture (Under $1,000) 1,020 31,110 1,061 4,794 37,985 399 Recoveries (8,160) (8,160) RHPO Transfer To Student Services 283,994 283,994 800 Utilities 74,460 222,854 153 7,650 305,117 SUB-TOTAL: SUPPLY & OTHER: 882,431 1,061,207 35,802 61,330 66,718 132,820 2,240,308 9xx Equipment /Renovation 15,300 15,300 - - - - 30,600 SUB-TOTAL: RENOV.& EQUIP: 15,300 15,300 - - - - 30,600 GRAND TOTAL EXPENSES 1,651,431 1,592,015 41,756 61,330 67,259 132,820 3,546,611 (SURPLUS)/DEFICIT (24,295) 89,787 (54,244) (4,970) 21,359 (178,292) (150,655) SHARE TO STUDENT UNION (2,485) (2,485) TOTAL (SURPLUS)/DEFICIT (148,170)

210 BRANDON UNIVERSITY: ANCILLARY SERVICES ANNUAL BUDGET DRAFT BUDGET APRIL 1, 2020 MARCH 31, 2021 7100 7300 7500 7400 7600 7700 BASED ON AVERAGE OCCUPANCY = 315 FOOD RESIDENCES ID Centre BOOK Rental PARKING Room Rate +2%, Board Rate +1% SERVICES STORE Properties TOTAL REVENUE: Residence Revenue (1,549,031) (96,000) (45,900) (1,690,931) Food Services Revenue (1,709,240) (1,709,240) Campus Books Revenue - (67,626) (67,626) Parking Revenue - (321,507) (321,507) 3301 SUB-TOTAL: REVENUES: (1,709,240) (1,549,031) (96,000) (67,626) (45,900) (321,507) (3,789,304) EXPENDITURE: 003 F.T. Support 442,170 192,274 634,444 004 P.T. Support 145,656 - 145,656 005 O.T./Student Assistants/Casual 46,818 10,205 6,073 63,096 018 Cleaners 74,389 207,976 551 282,916 099 Cleaners (Recovery from Residence) (74,389) 74,389 - 1xx BU Benefits 130,050 36,532 166,582 SUB-TOTAL: SALARIES & BENEFITS: 764,694 521,376 6,073 - 551 - 1,292,694 201 Travel 2,000 2,081 4,081 204 PDA 2,000 2,000 4,000 SUB-TOTAL: TRAVEL & MOVING: 4,000 4,081 - - - - 8,081 301 Advertising 4,162 5,202 9,364 304 Consumables 8,323 3,537 36,414 4,162 52,436 305 Photocopying - Printing 1,040 1,457 2,497 307 Membership Subscriptions 1,040 6,450 7,490 308 Postage 78 520 598 309 Telephone - Long Dist./cell phone 832 2,601 3,433 310 Telephone - Rental 3,745 2,081 2,289 8,115 311 Repairs & Maintenance 36,414 130,050 104 1,040 7,500 26,010 201,118 312 Other Rentals (Westman) 1,040 46,818 47,858 315 Property Tax 3,121 8,281 11,402 314 Contracts - - 316 Socan/Resound Fees 208 208 320 Taxes & Licenses 1,248 1,248 321 Insurance 7,283 36,612 728 541 45,164 322 Cleaning Supplies 12,485 27,050 39,535 323 Laundry 7,907 18,041 25,948 324 Grounds Upkeep - 1,561 1,561 325 Security Services - 68,666 43,697 112,363 326 Service Contracts - 32,252 15,606 47,858 327 Rent - Real Estate - 57,352 57,352 328 Provision for Replacement 6,714 30,099 36,813 329/385 Freight 1,040 88 1,128 330 Food Purchases 676,260 106 676,366 345 Staff Development 2,601 1,248 3,849 Liquor Purchases 5,722 5,722 Paper Products 33,293 33,293 Flowers 208 208 349 Mortgage - High Rise - 133,372 47,826 181,198 353 Mr. Sub Franchise Fees 3,121 3,121 354 Fax Expenses - 104 104 355 Uniforms 2,081 2,081 357/358 Software/Software Licensing & Support 6,242 3,433 3,121 12,796 382/4/6/8Service Charge/U.S. Exchange/Collection/Credit Card 5,202 11,444 16,646 393 Equipment - Furniture (Under $1,000) 1,040 31,732 1,082 4,890 38,744 399 Recoveries (8,323) (8,323) RHPO Transfer To Student Services - 291,457 291,457 800 Utilities 75,949 227,311 156 7,803 311,219 SUB-TOTAL: SUPPLY & OTHER: 900,079 1,081,544 36,518 61,410 66,947 135,476 2,281,974 9xx Equipment /Renovation 15,606 15,606 - - - - 31,212 SUB-TOTAL: RENOV.& EQUIP: 15,606 15,606 - - - 31,212 GRAND TOTAL EXPENSES 1,684,379 1,622,607 42,591 61,410 67,498 135,476 3,613,961 (SURPLUS)/DEFICIT (24,861) 73,576 (53,409) (6,216) 21,598 (186,031) (175,343) SHARE TO STUDENT UNION (3,108) (3,108) TOTAL (SURPLUS)/DEFICIT (172,235)

211 J. Campus Manitoba

212 CMB Budget 2018 - 2019 (Dept. 2852) Approved 2017/18 2018/19 2019/20 2020/21 Salaries 003 Director Full Time 119,266 129,736 132,331 134,977 003 Support Full Time 444,015 351,768 363,574 365,635 004 Support Part Time 004 Community Learning Coordinators 005 Student Assistants 010 Admin. Fee to Brandon University 75,000 75,000 75,000 75,000 Total 638,282 556,504 570,905 575,613

Benefits Total 112,656 96,301 99,181 100,123 Travel and Moving 201 Departmental Travel 70,000 86,300 86,300 86,300 204 Career Development 8,000 4,000 4,000 4,000 206 Recruitment Total 78,000 90,300 90,300 90,300 Supplies and Other 301 Advertising 39,000 85,000 85,000 85,000 302 Special Allowances 6,671 14,025 14,025 14,025 303 Internet Communication 11,317 8,500 8,500 8,500 304 Consumable Supplies 3,400 4,100 4,100 4,100 305 Photocopying 750 1,250 1,250 1250 307 Membership Sub. 200 200 200 200 308 Postage 200 200 200 200 309 Telephone (Long Dist.) 10,000 13,000 13,000 13,000 310 Telephone (Rental) 311 Repairs and Maintenance 1,000 1,000 1,000 1,000 312 Other Rentals 314 Consulting & Professional Fees/BU IT Support 45,524 63,721 63,721 63,721 316 Coordination Services 318 Promotion & Recruitment 6,700 6,700 6,700 326 Service Contracts 333 Miscellaneous 335 UW Sciences Deficit Subsidy (UW) 345 Staff Development 4,000 4,000 4000 354 Fax Expenses 357 Software 358 Software Lic. & Support 6,000 8,200 8,200 8,200 374 Library Services 378 Set Up Orientation & Training 1,000 1,000 1,000 1,000 382 Service Charges 384 Bad Debts 386 Collection Fees 388 Commissions 393 Equip./Furniture (<$1000) 1,000 1,000 1,000 1,000 395 Student Support Total 126,062 211,896 211,896 211,896 901 Equip. Furniture >1000.00 - - - - Total - - - - Total Expenditures 955,000 955,000 972,282 977,931

Revenue 507 ALD Grant (Operating) 955,000 955,000 955,000 955,000 510 Other Revenue 541 Student Services Fee ($10.10X600 Reg.) 543 Late Registration Fee Total Revenue 955,000 955,000 955,000 955,000

Total Surplus (Deficit) 0 (0) (17,282) (22,931) 213 .

K Process Schedule and Target Dates

214 BUDGET Annual Process Schedule and Target Dates

July  Manitoba Education and Training (MET) requests a submission outlining the Operating Budget Estimates requirements for the next fiscal year.

September  The beginning of the academic year.  The Board Budget Committee (BBC) reviews the Budget Estimates and makes recommendations to the administration and the Board of Governors (BoG).  The BoG approves the Budget Estimates for submission to MET.  The Budget Estimates Document is submitted to MET.  The Budget Estimates are presented at a meeting of MET in Brandon.

October  Request for Staffing Plans and Initial Budget submissions is sent to budget unit heads.  Submission of Staffing Plans and Initial Budgets.

November  Review of Staffing Plans by the President’s Administrative Council (PAC) and Presidents Executive Council (PEC).  Final authorized Staffing Plans reported to budget unit heads and teaching workload is assigned.

January  The President and Vice‐Presidents review and draft the initial budget principles, priorities, and parameters, which are discussed with PAC and distributed to the budget unit heads for consultation with relevant departments on campus.  Call out for unit budget submissions that includes Renovations and Equipment.  BBC meets to provide advice on development of the operating budget and community consultations.

February  Budget unit head develops proposals for the unit’s budget in consultation with departments and units. The budget proposals for each unit are discussed with the President and Vice‐Presidents, who are then responsible for the drafting of an overall proposed integrated operating budget.  Budget information and campus consultations meetings are held.

March‐  The draft operating budget reviewed by the PAC and by the BBC. Recommendations are April developed for the Board of Governors. Final Campus consultations are held.

April  The beginning of the new fiscal year.

May  The final proposed budget, including operating, renovations and equipment, and associated budgets, is presented to the BOG for approval.  The Provincial Auditor completes the audit of the financial statements for the previous year ended March 31.  The first management financial report for the new year is sent to budget managers reflecting expenditures compared with the approved operating budget.

June  The March 31 audited financial statement for the previous year is presented to the BOG for approval.

July  Copies of the approved audited financial statements for March 31 are sent to MET for information.

215