18-19 Budget Report Including key performance metrics - Brock University
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18-19 Budget
Report
Including key performance metrics
Contents Executive summary Financial results Figure 1: Funding budget
Our financial health
2018-19 2017-18 2016-17
Our financial health ($000s)
The funding budget for fiscal 2018-19 is illustrated in Budget Budget Actual
Financial results 1
Figure 1. It identifies a balanced budget, consistent with Revenue
About Brock
Message from leadership 2 2017-18. At the time of preparing the budget report, Student fees 178,091 167,875 158,341
Governance at Brock University 3 fiscal 2017-18 has not been completed; however, we Grant revenue 97,575 96,326 95,009
Board of Trustees 3 are projecting through our second trimester reporting Internal chargebacks 8,994 8,792 9,703
Senate 4 This budget report has once again been prepared with the collaboration of a
(T2) for fiscal 2017-18 a funding surplus of $3.0 million. Inter-fund revenue 5,416 3,138 4,859
Brock’s Mission Statement (Pullout 1) ii significant number of individuals throughout Brock University in support of the
The information below speaks to our financial health Other revenue 49,130 47,826 46,182
Brock’s values ii academic mission and overall operations. It continues to represent a step in an
Integrated Strategic Plan and ongoing and iterative process of making the financial operations of the University and compares several of our financial metrics to Total revenues 339,206 323,957 314,094
Strategic Mandate Agreement ii other comprehensive universities. This budget report Operating costs
increasingly open, transparent and financially sustainable. This report was designed to
The big picture iv addresses actions being taken and next steps that will Personnel costs (219,568) (212,939) (196,994)
encourage thought, discussion and recommendations for future planning purposes.
Budget development need to be considered to improve these metrics. Inter-fund expense (25,293) (18,590) (20,965)
Process and objectives 9 Input and recommendations for the budget are encouraged and can be emailed to
Other operating costs (94,345) (92,428) (90,611)
Framework budgetreport@brocku.ca
Total operating costs (339,206) (323,957) (308,570)
Budget environment 17 Revenue is budgeted to increase by $15.2 million over the 2017-18 budget, a 4.7 per Funding surplus - - 5,524
Government policy 17
cent increase over 2017-18. Student fees represent 53 per cent of Brock’s revenue in the
Enrolment 18
Ourselves – the decisions we make 19 budget (52 per cent in 2017-18). Global tuition is increasing by $8.7 million, with 22 per
Review cent of this increase attributed to planned enrolment growth, 61 per cent attributed
Financial update 21 to planned rate increases, 13 per cent attributed to a retention target ($1.1 million)
Space considerations (Pullout 2) i and 5 per cent attributed to expected enrolment exceeding the prior 2017-18 budget. Statement of operations metrics
Historical timeline iii Government grants represent 29 per cent of Brock’s revenue budget (30 per cent in
Budget details The following metrics were developed to identify areas of strength as well as improvement.
2017-18). Government grants are increasing by $1.2 million as a result of additional
Funding budget 25 graduate student funding ($0.4 million) and special purpose grants ($0.8 million). Other Figure 2
Revenue assumptions 25
revenues are increasing by $3.8 million, which represents 19 per cent of Brock’s revenue Brock(1) Median(2) Average (2)
Operating cost assumptions 37 By student headcount ($000s)
Funding budget by in the budget (18 per cent in 2017-18). April 2017 April 2016 April 2017 April 2016 April 2017 April 2016
responsibility centre 42 Student fees (primarily tuition) 8.47 8.20 8.96 8.59 8.79 8.30
Consistent with the balanced budget, expenses are increasing in tandem with revenues
Funding budget by Grant 5.92 5.87 9.68 9.69 10.92 10.79 1
responsibility centre leader 44 by $15.2 million. Personnel costs are increasing by $6.6 million and non personnel by Personnel costs 10.75 10.60 13.78 13.47 14.06 13.69
Snapshots $8.6 million. These investments support the many academic, research, community and Scholarships 1.05 0.99 1.34 1.28 1.43 1.37
2017-18 Budget Report
Responsibility centre snapshots 46 support activities. To name a few, this budget supports enhancing areas of Indigenous Interest on long-term debt 0.39 0.40 0.26 0.27 0.27 0.27
Teaching Faculties 48 content, international master’s student support through a tuition freeze on research – Investment income 0.12 0.06 0.81 0.42 0.82 0.50
Academic support 54 based programs, an investment for international PhD students to reduce their net cost (1) Brock’s 2016 metrics have been adjusted to account for reclassifications.
Student specific 57 of tuition to zero and attract high calibre graduate students, classroom modernization (2) Calculated using financial information from 14 other comprehensive universities. Certain 2016 metrics have been updated due to revisions in certain universities’ financial statements.
Shared services 62
2018-19
projects and infrastructure renewal.
Ancillary 66 Brock’s tuition is in line with the average; however, grant revenue per student continues to be well below the sector average and
Space 69 Our budget environment remains similar to recent years. In 2017-18, the Ontario represents an area of ongoing attention for the University. Naturally, Brock must operate more efficiently with below-average funding
Global 71 government launched a new grant funding formula. Overall, with the changes to the and this is seen in the lower personnel costs per student. Brock continues to invest in students through increasing scholarships.
Capital operating grants, Brock remains the lowest funded University in the province, which Interest and investment income metrics are in line with Brock’s comparatively weak financial health metrics, as detailed below.
Capital and related projects budget 75
challenges our operations to remain lean and still support all of the activities of the University.
Background
2018-19 capital and related
75
Brock’s Differentiation Grant, as a per cent of the combined Core and Differentiation Financial health metrics
projects overview 75 Grant Envelope, is 4 per cent based on preliminary 2017-18 actuals. The 2018-19 budget Figure 3
Treasury includes a target to increase funded eligible graduate enrolment by 40 master’s FTE and Brock (1) Median (2) Weighted average (2)
Financing 81 16.1 PhD FTE. If achieved, this will increase Brock’s differentiation grant proportion of the April 2017 April 2016 April 2017 April 2016 April 2017 April 2016
Endowment summary 83 Core and Differentiation grant envelope to 5.8 per cent. Increasing Brock’s Differentiation Primary reserve ratio 14.6% 11.7% 26.4% 24.1% 38.5% 36.1%
Next steps grant to the provincial average of 9.3 per cent would represent total differentiation Debt burden ratio 3.0% 3.1% 2.6% 2.5% 2.9% 3.0%
Looking forward 85 funding of $8.4 million, an additional $3.3 million increase beyond this budget. Interest burden % 2.5% 2.6% 1.7% 1.7% 1.5% 1.6%
Revenue and expense
Interest coverage 3.70 3.35 7.89 3.68 7.21 5.93
allocation model 85 As the budget environment continues to develop, we remind readers of this report
Five-year financial forecast 88 Viability ratio 31.9% 24.5% 177.4% 189.9% 127.0% 120.1%
that we have a $339-million budget to deploy, and to achieve great results, we need Net operating revenues ratio 5.1% 7.5% 7.1% 8.2% 9.1% 8.6%
Appendices to capitalize on the opportunities and meet the challenges that are ahead. We are
Appendix A 89 Employee future benefits per student headcount ($000s) $(0.53) $(1.12) $(3.03) $(3.27) $(2.36) $(3.24)
Appendix B 90
Brock – one community – the sum of its students, faculty, staff, volunteers, supporters Endowment per student headcount ($000s) $5.01 $4.50 $8.75 $6.96 $7.56 $6.89
Appendix C 91 and external community partners. Let’s continue to all work together to make 2018-19 (1) Certain ratios have been restated to align with the Council of Ontario Universities’ (COU) metrics to improve comparability across various reporting agencies.
another year to be proud of. (2) Calculated using financial information from 14 other comprehensive universities. Certain 2016 metrics have been updated due to revisions in certain Universities' financial statements.
Appendix D 92
Appendix E 94 Refer to page 82 for explanations of the debt-related financial health metrics and Appendix G for metric definitions.
Appendix F 95 This report contains certain forward-looking information. In preparing the Budget Report, certain assumptions and estimates were
necessary. They are based on information available to management at the time of preparing the budget. Users are cautioned that actual
Appendix G 96 results may vary. Throughout the text in this report, financial values have been rounded to the nearest thousand unless otherwise stated.
Message from leadership Governance at Brock University
The University was incorporated in 1964 through The 2017-18 Board of Trustees
Brock University Act (the Act), a Statute of the Province members 26
of Ontario. The Act provides that except as otherwise • Sophia Aggelonitis (community member – AC and HRC)
specifically assigned to the Senate, the government, conduct,
• Mark Arthur (Chair – SPC; community member – EC, AC and PC)
management and control of the University’s property and
• Michele-Elise Burnett (community member – CIC and HRC)
the conduct of its business and affairs is vested in the Board
• Shirley Cheechoo (Chancellor)
of Trustees (the Board). The Act provides that the Senate is
• Gary Comerford (Chair of the Board)
responsible for the education policy of the University. This
• Mario De Divitiis (Vice-Chair – GNC; community member – SPC)
bicameral system of governance, consisting of two governing
• Mary De Sousa (community member – AC and GNC)
bodies – the Board and the Senate – is shown below.
Gervan Fearon, President and Thomas Dunk, Provost and Tim Kenyon, Vice-President, Brian Hutchings, Vice-President, • Gervan Fearon (President and Vice-Chancellor)
Vice-Chancellor Vice-President, Academic Research Administration
Figure 4 • John Fisher (Vice-Chair – FPIC; community member – SPC)
The bicameral system of governance • Giulia Forsythe (staff member – SPC)
Brock University aims to advance its academic mission in communities and our faculty and students support local
institutions through co-op and experiential learning. We are • Kristine Freudenthaler (Vice-Chair of the Board; Chair – CIC;
support of meeting students’ needs; advancing regional
community member – AC)
ABOUT BROCK
ABOUT BROCK
community and economic growth and development; committed to working with community leaders to enhance Board of Senate
the overall well-being of the Niagara region. Trustees • Faisal Hejazi (undergraduate student member – CIC)
and fostering national prominence in post-secondary
• Dennis Hewko (Chair – FPIC; community member – EC and CIC)
education. For two consecutive years, Brock has achieved This budget supports the initiatives established through the
balanced budgets in pursuit of these goals by developing Standing committees Standing committees • Shannon Kitchings (graduate student member – EC and SPC)
Province of Ontario 2017-20 Strategic Mandate Agreement and ad hoc or and ad hoc or
• Diane Miller (faculty member – EC and SPC)
a plan crafted out of thoughtful consultation across the (SMA2) process. Our SMA2 aims to continuously improve our special committees special committees
University community. The 2018-19 budget invests in • Beverley Morden (community member – FPIC and SPC)
2 contributions to the students and communities we serve. 3
key strategic priority areas relating to supporting student • Chris Phillips (community member and Alumni Association – CIC
success; promoting Brock’s academic programming;
Brock’s SMA2 aspires to enhance our academic excellence,
as well as our established strengths in experiential education,
Board of Trustees and SPC)
2018-19 Budget Report
2018-19 Budget Report
advancing research, scholarly, and creative activities; and The Board consists of 26 members, including 17 • Miriam Richards (faculty member – SPC)
transdisciplinary programming and research activities.
contributing to regional and community development. community members elected by the Board, as well as • William (Bill) Rickers (Vice-Chair – CIC; community member – FPIC)
The entire Brock community was instrumental in making At Brock, we are engaged in the development of a new • Kristen Smith (staff member – EC and CIC)
two Brock students, three faculty members and two staff
decisions to develop the financially sustainable plan University Strategic Plan that will further assist in refining • Leanne Standryk (Chair – HRC; community member – EC and GNC)
members elected by their respective constituencies. The
reflected in the budget that supports Brock’s academic the key priorities and budget alignment of the University • John Suk (Immediate Past Chair of the Board)
Chancellor and the President and Vice-Chancellor are ex
mission and facilitates the University’s contributions to the over the next five years. The Strategic Plan will involve a • David Whitehead (Chair, Senate – CIC)
officio members of the Board.
advancement of knowledge and understanding, as well as full environmental scan and consultation to support the • Dr. Robin Williams (Vice-Chair – SPC and HRC)
the betterment of communities and society. establishment of shared academic and administrative • Elisabeth Zimmermann (Chair – GNC; community member – EC
priorities across the University, which will inform the Fiscal and FPIC)
This document outlines all the budgetary allocations and Framework and Revenue and Expense Allocation Model to
supports the teaching, research, scholarly and creative • John Zoccoli (Chair – AC; community member – EC and CIC)
facilitate long-term sustainable budgets in support of the
activities, and university service activities, conducted by the academic mission of the University.
talented faculty and staff at Brock. Specifically, this budget Figure 5
supports advances in Indigenous education and community Looking forward, we will be establishing the core priorities Board of
engagement, undergraduate and graduate scholarships and to guide the strategic direction, choices and actions of the Trustees
University. Our future budgets will evolve and be informed committees
fellowships, international master’s student assistance through
a tuition freeze on research-based programs, investment for by our new strategic plan. The Strategic Plan will support
international PhD students to reduce their net cost of tuition pedagogy, programs in liberal arts/science and professional
to zero, full-time faculty and support staff, library acquisitions fields, experiential learning, entrepreneurship and knowledge
Strategic Capital Financial Planning, Governance/
and support, information technology improvements through dissemination, while also noting the University has a strong Executive
Committee Planning Infrastructure Investment
Audit
Committee
Nominating Human Resources
Committee
Committee Committee Committee Committee
a new human resources system and capital improvements, existing commitment to transdisciplinary studies and research. (EC) (SPC) (CIC) (FPIC) (AC) (GNC) (HRC)
such as dedicated funds for classroom modernization. Enrolment through considerations of undergraduate, graduate,
and continuing-adult professional education will support these
Brock is strongly rooted in the Niagara region. We aim activities. Furthermore, Brock aims to contribute to Niagara Pension
Committee
to partner across the region to support community and regional development through excellence, partnerships and (PC)
economic development. Brock’s research cultivates healthy innovative initiatives at the local and national levels.
Senate
As of April 1, 2018, the Senate consists of 67 members, including 38 elected full-time teaching staff and professional
67
librarians, two members of the Board, three undergraduate students and two graduate students elected by their
respective constituencies. There are also 22 ex officio members of the Senate.
2017-18 Senate members 22 Full-time teaching staff/professional 38 Planning, Priorities and 17
Members ex officio librarian representatives Budget Advisory Committee
• Shirley Cheechoo (Chancellor) • Kate Bezanson (FOSS) • Bozidar Mitrovic (FMS) The Senate’s Planning, Priorities and Budget
• Michael Berman (FOH) • Christie Milliken (FOSS) Advisory Committee (PPBAC) defines its terms as follows:
• Gervan Fearon (President and Vice-Chancellor)
• Irene Blayer (FOH) • Laurie Morrison (Library) It undertakes the responsibility to advise Senate regarding
• Thomas Dunk (Interim Provost and Vice-President, Academic)
• Jonah Butovsky (FOSS) • Roberto Nickel (FOH) advice to the Board of Trustees in respect to the consistency
• Tim Kenyon (Vice-President, Research) of the budgets, policies, plans and prioritization processes
• Greg Finn (Vice-Provost and Associate Vice-President, Academic) • Poling Bork (FMS) • Shauna Pomerantz (FOSS)
with academic policy, as well as their consonance with the
• Anna Lathrop (Vice-Provost, Teaching, Learning and Student Success) • Christene Carpenter-Cleland • Lynn Rempel (AHS)
goals of the University. The PPBAC advises Senate regarding
(FMS) • Tim Ribaric (Library)
• James Mandigo (Vice-Provost, Enrolment Management and the following:
International) • June Corman (FOSS) • Matthew Royal (FOH) a) The principles of allocation of the University budget and
• Ejaz Ahmed (Dean, Faculty of Mathematics and Science) • Don Cyr (GSB) • Miriam Richards (FMS) determination of strategic objectives and prioritization
• Diane Dupont (Interim Dean, Faculty of Graduate Studies) • Spy Dénommé-Welch (FOE) • Barbara Sainty (GSB) processes.
• Andrew Gaudes (Dean, Goodman School of Business) • Tamara El-Hoss (FOH) • Larry Savage (FOSS) b) The academic and fiscal priorities of the University.
• Fayez Elayan (GSB) c) The academic and fiscal challenges of the University.
ABOUT BROCK
ABOUT BROCK
• Ingrid Makus (Dean, Faculty of Social Sciences) • Dennis Soron (FOSS)
• Nancy Francis (AHS) • Susan Sydor (FOE) d) The budget system and strategic planning processes, and
• Carol Merriam (Dean, Faculty of Humanities)
• Allison Glazebrook (FOH) • Donna Szoke (FOH) any proposed changes in the budget system and strategic
• Michael Owen (Dean, Faculty of Education)
• Ian Gibson (Library) • Tek Thongpapanl (GSB)
planning processes of the University.
• Peter Tiidus (Dean, Faculty of Applied Health Sciences) e) Matters requiring institutional advocacy.
• Geraldine Jones (Registrar) • David Hutchison (FOE) • David Whitehead (GSB)
f) Any other matters referred to it by the Senate or Senate
• Mark Robertson (University Librarian) • Nota Klentrou (AHS) • Michelle Webber (FOSS)
4 Governance Committee. i
• Gary Comerford (Chair, Board of Trustees) • Linda Lowry (Library) • Terrance Wade (AHS)
• Phillip Mackintosh (FOSS) • Vera Woloshyn (FOE) The following are the 2017-18 PPBAC members:
• Aidan Hibma (BUSU, Vice-President, Finance and Administration)
2016-17 Fiscal Framework
2018-19 Budget Report
• Lynn McCleary (AHS)
• Thomas Winger (President, Concordia Seminary) Elected members
• Brian Hutchings (Vice-President, Administration) Representatives of the Board of Trustees • Nota Klentrou (AHS) – Chair, Information Technology and 7
2
• James O’Brien (Alumni Association Representative) • William Rickers Infrastructure
• Michele-Elise Burnett (Indigenous Representative) • Elisabeth Zimmermann • Lynn Rempel (AHS) – Chair, Undergraduate Student Affairs
• Lynn McCleary (AHS) – Chair, Graduate Studies
Note: Undergraduate student representatives 3
Faculty of Applied Health Sciences (AHS); • Don Cyr (GSB) – Vice-Chair, Governance
• Kingsley Nwogu
Goodman School of Business (GSB); • June Corman (FOSS) – Chair, Research and Scholarship Policy
Faculty of Education (FOE); • Mickey Calder
• Laurie Morrison (Library) – Chair, Teaching and Learning Policy
Faculty of Humanities (FOH); • David Stark
Faculty of Mathematics and Science (FMS) and
• Susan Sydor (FOE) – Chair, Undergraduate Program
Faculty of Social Sciences (FOSS). Graduate student representatives 2 Students
• Emily Guertin
• Christopher Yendt – graduate student
2
• Charissa Sanche
• Aidan Hibma – undergraduate student
Figure 6
Senate Ex officio
standing • David Whitehead (GSB) – Senate Chair
8
committees
• Gervan Fearon – President and Vice-Chancellor
• Tom Dunk– Interim Provost and Vice-President, Academic
• Tim Kenyon – Vice-President, Research
Planning, Information
Research and Teaching and Undergraduate Academic • Greg Finn – Vice-Provost and Associate Vice-President, Academic
Priorities Graduate Technology Undergraduate Student
Governance Scholarship Learning Student Review
and Budget
Committee
Studies and
Policy Policy
Program
Affairs
Appeals
(special
• Carol Merriam (FOH) – Faculty Dean
Advisory Committee Infrastructure Committee Board
Committee Committee Committee Committee committee) • Peter Tiidus (AHS) – Faculty Dean
Committee
• Linda Rose-Krasnor (FOSS) – BUFA observer (non-voting)
Pullout 1/i
Brock’s Mission Brock’s values Construction in progress on
the Rankin Family Pavilion.
Statement Brock is committed to seven core values that
inform and strengthen our actions.
Brock University flourishes through the scholarly, 1. Integrity and respect
creative, and professional achievements of its 2. Freedom of thought and expression coupled
students, faculty and staff. Offering a range of with academic responsibility
undergraduate and graduate programs, Brock 3. Unique student experience
fosters teaching and research of the highest 4. Innovation
quality. As a diverse and inclusive community, we 5. Accountability and stewardship
contribute positively to Canada and beyond through 6. Sustainability
our imagination, innovation and commitment. 7. Generation and mobilization of knowledge
Integrated Strategic Plan and
Strategic Mandate Agreement
Brock University’s 2010 Integrated Strategic Plan,
which has been endorsed by both the Board and the
Objectives/priorities
Senate, sets out the University’s strategic priorities, 1. Student Experience: Brock committed to increase the
representing the principles of allocation of the quality, breadth and diversity of co-op programs, and to
ABOUT BROCK
extend it’s commitment to a broader array of curricular
University. The full Integrated Strategic Plan can be
and co-curricular experiential learning in undergraduate
viewed at brocku.ca/webfm_send/18651
and graduate program offerings.
Strategic priorities 2. Innovation in Teaching and Learning Excellence: Brock
is expanding its experiential education opportunities,
• Ensure Brock is a preferred place to work and study. recently becoming the first Canadian university to have its
ii
• Support Brock’s undergraduate student-centred focus while experiential education definitions adopted by its Senate,
maintaining excellence in graduate education. allowing such opportunities to be recognized through
2018-19 Budget Report
• Foster excellence in research, scholarship and creativity. program outcomes and on the student co-curricular record.
• Serve the social, cultural and economic well-being of 3. Access and Equity: Brock’s recruitment efforts encourage
the University, as well as the local, national and global a wide and diverse spectrum of potential undergraduate
communities. and graduate students, including under-represented groups
such as Indigenous peoples, new Canadians, persons with
• Encourage transdisciplinary initiatives.
disabilities, first-generation students, students with low
• Promote internationalization. income and mature students.
• Practise accountability, fiscal responsibility and stewardship. 4. Research Excellence and Impact: Brock researchers
are strengthening our international reputation through
Brock University’s 2017-20 Strategic Mandate
partnerships that create the knowledge, services and
Agreement (SMA2) responds to the Ministry of
infrastructure required for the Niagara region’s success
Advanced Education and Skills Development’s (MAESD)
in a globalized economy through a transdisciplinary
request that every college and university in Ontario
approach. The University has worked to challenge traditional
prepare a document that would articulate the mandate disciplinary boundaries, encouraging the application of
and vision of each institution. Guidelines set out by the multiple theoretical and methodological approaches in the
MAESD call for SMAs to be updated every three years. completion of a range of unique programs.
Brock signed its first Strategic Mandate Agreement 5. Innovation, Economic Development and Community
with the government in 2014. Following a period Engagement: Brock is responding to local needs by
of negotiation with the MASED over the summer of capitalizing on and developing the community’s own
2017, SMA2 was signed on Feb. 7, 2018. The 2017-2020 intellectual property, resulting in two-way knowledge
SMA can be viewed at brocku.ca/vp-academic/ exchange, commercialization of intellectual property,
wp-content/uploads/sites/65/Brock-University- the creation of spinoff companies in partnership with the
SMA-Signed-Final-Feb-7.pdf. The SMA2 outlines Niagara Regional Innovation Centre and joint-venture
the following shared objectives and priorities for activity between the University, industry and community
differentiation: organizations.
Pullout 1/ii Pullout 1/iii
Parking revenue 2014 to 2019 Residence revenue 2014 to 2019
Introducing
Campus Store revenue 2014 to 2019
2017 headcount of undergraduate students (%) 2017 headcount of graduate students (%) Number of undergraduate 91% of Brock undergraduate 96% of Brock undergraduate 83% of fourth-year Brock 60% of Brock graduate students 9,199
98.70
98.21
applicants from 2013 to 2017 students were employed within students were employed within undergraduate students rated the rated the quality of their overall 8,973 516 514
the data points
8,823 97.50
self-identified as Indigenous: 979
Domestic (Ontario) Domestic (Ontario) 8,747 97.34
International International
six months of graduation. two years of graduation. quality of their overall experience experience at Brock as very good 496 96.75
90 60 Domestic
Source: 2016 Ontario University Source: 2016 Ontario University at Brock as very good or excellent or excellent (vs. Ontario average of 3,994
4,091
9,659 18,696
Domestic
(outside Ontario) (outside Ontario) Number of undergraduate Graduate Survey. Graduate Survey.
(vs. Ontario average of 78 per cent). 58 per cent in 2013). 9,529 468
As the budget report continues to
The big picture
9,344 17,560
registrations from 2013 to 2017 Source: 2017 National Survey of Student Source: 2016 Canadian Graduate and Professional 3,727 453
evolve, we once again provide data
self-identified as Indigenous: 337
Engagement. Student Survey.
6,614 16,473 16,439
points to assist users of this report to 16,086
8,760
draw relationships between financial 3,270 3,262
3 37 8,559
and non-financial data. 2 8 Full course equivalents (FCE) offered in 2017-18 (%) 2017-18 undergraduate programs
entering average grade (%) 2017-18 undergraduate programs entering Brock mean entering average of new
The goal is to continue the process of average grade (%) by Faculty students directly from secondary school (%)
82.8 17.2
Students directly from
International 95
providing meaningful data points to International
secondary school
2.1 8.0
China China
help establish a foundation to explain .9 .9 Fall/Winter Spring/Summer
the “why” behind the revenue and
Nigeria .2 .2 4.8 India
20.8 14-15 15-16 16-17 17-18 18-19
India .3 Iran 1.7 Budget Budget
Budgeted operating costs ($000s) expense values and the outcomes United Kingdom .6 Ghana 4.3 Students that received OSAP in 2017-18 (%) 17 49 20 12 2
the budget supports. The data points Germany Bangladesh 84.3 81.1 Parking Services revenue ($000s) 14-15 15-16 16-17 17-18 18-19 14-15 15-16 16-17 17-18 18-19
2018-19 Budget Yes: 53 No: 47 95 82.3 81.5 81.5 81.8 Number of permits issued Budget Budget Budget Budget
from secondary school
Other 81.2
Students not directly
presented in this report were chosen in Other 80.8 80.9
(includes 88 countries) (includes 47 countries) 80.5 Residence revenue ($000s)
Purchased services 13% 15,089 consultation with Institutional Analysis 79.0 Note: Starting in 2018-19, permits are no longer required in Campus Store revenue ($000s)
Zones 1 and 2 for the months of May, June, July and August. Sales per student headcount ($) Occupancy (%)
Utilities and taxes 7% 8,623 (IA), with an emphasis on points which
have a financial impact. The data points FAHS GSB FOH FMS FOSS 2013 2014 2015 2016 2017
Financial expenditures 8% 9,867
2017 international student headcount by Faculty 19 48 21 10 2
Faculty of Applied Health Sciences (FAHS)
Repair and maintenance
and capital replacement 7% 8,549 were made available from IA as well as
Goodman School of Business (GSB)
other Units throughout the University. 74 516 26 37 188 543 2 11 445 56 14 70 38
Scholarships and student awards 16% 19,696 Faculty of Education (FOE)
18,978 Donations 2012 to 2017 ($000s) Co-op programs and enrolment
Your suggestions for future budget Faculty of Humanities (FOH)
Undergraduate class size
Library acquisitions 4% 4,845 Applied Health Goodman School Education Humanities Mathematics and Science Social Sciences 32 32
reports and key data points are always Faculty of Mathematics and Science (FMS)
Sciences of Business
31
2,273
31
2,293
Cost of sales 5% 6,533 Faculty of Social Sciences (FOSS) 242 252 27 28
welcome at budgetreport@brocku.ca 2,146 2,172
Inter-fund expense 21% 25,293 Total undergraduate students 1,386 Total graduate students 634 Other
1,939
The second “pullout” after page 22 174 1,794
Other operating costs 18% 21,143
presents a timeline that includes some
Student headcount by Faculty of major
Total 119,638 major events impacting our financial Applied Health Goodman School Education Humanities* Mathematics and Science Social Sciences* 110 8 9
103 7 7
2017-18 Budget Sciences of Business 6 6
experience since 1999-2000, when the 5,295 5,232 5,118
5,023 4,843 72 67 71 88 67
78 62 60 82
Purchased services 12% 13,469 move to a comprehensive university 42 70 50
47 38 34 32 30
3,750 3,837 40 30 25 36 18 17 25
Utilities and taxes 8% 8,929 was proposed and endorsed. 3,322 3,425 3,515 3,334 3,334 3,338 3,432 3,457
11 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18
Financial expenditures Undergraduate co-op programs Graduate co-op programs Total co-op student enrolment
9% 9,926 We hope that you find these data 2,289 2,073 Year 1 Year 2 Year 3 Year 4 Year 1 Year 2 Year 3 Year 4 Year 1 Year 2 Year 3 Year 4 Year 1 Year 2 Year 3 Year 4 Year 1 Year 2 Year 3 Year 4 Year 1 Year 2 Year 3 Year 4
1,927 1,794 1,794 2,046
Repair and maintenance
8% 9,276 points useful and that they encourage 1,682 1,819 1,537 1,742 1,699 1,774 1,786 1,878 1,878 Class size by year (Full course equivalent).
and capital replacement
Overall average 6,510
Scholarships and student awards 17% 18,981 constructive and collegial discussion. Overall average class size.
Library acquisitions 3% 4,260 65 64 4,796
Year 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 Class averages are based on 2017-18 Fall/ 63 62 62
4,150 4,431 2012 to17 external research grants ($000s)
Cost of sales 6% 6,803 Winter enrolment. The average class size is 2013-14 2014-15 2015-16 2016-17 2017-18
Fall student headcount full-time (FT) and part-time 2,957 2,875 3,105 16,389
Inter-fund expense 17% 18,590 (PT) by Faculty of major. 2013-14 2014-15 2015-16 2016-17 2017-18 the lowest it has been in the past five years. 15,243 316 14,385
493 9,860 13,516 13,471
Other operating costs 20% 20,784 (1) Figures in the table include undeclared Arts, letter of Undergraduate (FT) 14,853 14,911 14,656 14,840 14,766 1,453 559
938 7,840 6,213 1,022 646
permission, non-degree students and auditors, which are 5,844
Undergraduate (PT) 2,146 2,243 2,157 2,178 2,289 445 383 6,910 5,564 6,008
Total 111,018 not included in any of the Faculties in the above charts.
Graduate (FT) 1,298 1,259 1,264 1,336 1,381
117 254 158
6,930 6,817
7,982
Year 1 to Year 2 flow-through
Applied Health Goodman School Education Humanities Mathematics and Science Social Sciences 12-13 13-14 14-15 15-16 16-17
Graduate (PT) 391 411 385 354 352 Sciences of Business
Total (1) 18,688 18,824 18,462 18,708 18,788 95.4 97.3 Cash donations (includes stock and property)
89.1 89.8 89.0 89.6 89.0 89.9 Gifts in kind
2018-19 Budget 2017-18 Budget 85.9 87.3
8.6 11.6 81.0 80.7 Endowment donations
Total personnel Total personnel 13.7 12.7 14.1 80.3 78.3 79.6 79.3
Personnel group(1) ($000s) Salary/wage Benefits Salary/wage Benefits 17.9 77.8 77.2
costs costs 14.3 17.5
72.9 12.3 8.5 6.5 3.7 76.5 75.0 74.1 Provided by: Development and Alumni Relations. 2012-13 2013-14 2014-15 2015-16 2016-17
14.3 8.6 7.4 2.7
Student full-time equivalent
by teaching Faculty
12.5 4.6 5.8
Faculty and professional librarians 91,119 19,613 110,732 88,194 19,448 107,642 Applied Health Goodman School Education Humanities* Mathematics Social Sciences* Tri-council* Other grants Contracts * CIHR, SSHRC, NSERC, CRCs
Sciences of Business and Science 5,099 5,164 5,151 5,170 5,164
16.6
Admin/professional 42,319 11,336 53,655 40,146 10,445 50,591
CUPE 4207 – Unit 1 13,990 1,527 15,517 13,461 1,394 14,855
95.4 97.3 2012 to 17 external research grants by Faculty ($000s)
OSSTF 8,164 2,633 10,797 8,305 2,521 10,826 3,043
2,557 2,641 2,519 2,448 2,466 2,622 2,569 2,446 2,218 2,223 2,696 2,836 2,787 2,841 80.5 6,491
CUPE 1295 FT 6,882 2,349 9,231 6,803 2,240 9,043 2,282 2,321 2,372 2,160 2,246 76.1 76.3 78.0 75.8 75.6 73.8
2,098 2,230 1,959 71.6 71.1 69.8 68.0 65.3 66.7 69.7 71.1
74.2 69.8 70.4 68.3
1,750 1,757
SAC 4,928 963 5,891 4,627 929 5,556 56.3 4,450
Other 12,939 1,706 14,645 13,632 1,694 15,326 4,151 3,870 3,945 4,006
3,422 3,567 3,417 3,494
3,084 3,242 3,081
Total 180,341 40,127 220,468 175,168 38,671 213,839 2,943 2,711
Year 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 13-14 14-15 15-16 16-17 17-18 2,670
2,199 2,131 2,289
Transfer to employee future benefits 1,902
(900) (900) (900) (900) Full-time equivalent (FTE) student
reserve (EFB)
by teaching department/program. 2013-14 2014-15 2015-16 2016-17 2017-18 2013 2014 2015 2016 2013 2014 2015 2016 2015 2016 2013 2014 2015 2016 2013 2014 2015 2016 2013 2014 2015 2016 672 568 806
468 180 322 413 289 389 365 481 481 250
Total personnel 180,341 39,227 219,568 175,168 37,771 212,939 103 151
Undergraduate 15,712 15,831 15,578 15,666 15,862 Within Faculty (%) Outside of Faculty (%) Source: November 1, Ministry USER-PFIS Files
(1) Faculty and professional librarians – BUFA members, Associate Deans, Associate Vice-Presidents of Research and Associate Librarian; Admin/Professional-administrative/professional and exempt staff; CUPE
* 2013-14 FTE were adjusted due to the Department of Applied Health Sciences Goodman School of Business Education Humanities Mathematics and Science Social Sciences Other units
Applied Linguistics' move from the Faculty of Humanities to Graduate 1,428 1,387 1,380 1,434 1,558
4207 – Unit 1 instructors, teaching assistants, lab demonstrators, course co-ordinators and marker/graders; OSSTF – support and technical staff; CUPE 1295 FT – full-time maintenance, trades and custodial the Faculty of Social Science in 2014-15 in order to make the Figures represent the tracking of Year 1 students seeking a bachelor’s degree or a first professional degree. The figures
staff; SAC – Senior Administrative Council; Other – all other union groups, part-time teaching and non-teaching positions and stipend transfers. Total 17,140 17,218 16,958 17,100 17,420 2012-13 2013-14 2014-15 2015-16 2016-17 Other units mainly represent Research Support Funds.
year-to-year comparison more relevant.
represent the percentage of students returning the following November, regardless of year of study. Provided by: Office of Research Services. Grants are presented on a cash basis.
Pullout 1/iv Pullout 1/v Pullout 1/vi Pullout 1/vii
Process and objectives
The budget is a plan to allocate resources in advance for
the maximum benefit of stakeholders. It is a method to
1. Support the Integrated
authorize spending authority and establish revenue targets Strategic Plan and Strategic
of units within Brock University. Mandate Agreement
The 2018-19 budget process was one of consultation with This budget was developed to support the 2010 Integrated
the Senior Administrative Council (multiple updates); the Strategic Plan and the 2017-20 Strategic Mandate
Finance Committee of the Council of Academic Deans Agreement (SMA2).
(multiple meetings); the Senate Planning, Priorities and
Budget Advisory Committee (multiple meetings); in 2. Provide new investment where
addition to numerous unit-specific meetings. Every effort critically needed
was made to ensure the budget was consistent with the
BUDGET DEVELOPMENT
BUDGET DEVELOPMENT
Although the 2018-19 budget is balanced, given the risks
academic policy of the University, and that it supported the
identified and explained in the Budget Environment section
2010 Integrated Strategic Plan and the 2017-20 Strategic
of this report, the mitigation measures of fiscal 2017-18
Mandate Agreement (SMA2).
will remain in effect. However, the long-term growth and
This budget was developed under the direction of the development of the University should not be limited to the
May 7, 2015 Board of Trustees two-part motion: “That the mitigation actions. Certain areas will need investment for the
President be given a mandate to: University to continue to develop. Thus, this section provides
1. Ensure the University funding budget for 2015-16 additional information in areas where new investment is
and all subsequent years are prepared and presented critically needed. This section provides no priority to any of
viii 9
as balanced. If a balanced funding budget cannot be the functions, tasks or programs identified.
achieved when presented to the Board of Trustees for
Operations
2018-19 Budget Report
2016-17 Budget Report
approval, the deficit can be presented as a mitigation
target provided a plan to achieve the mitigation target is Some critical and significant University investments have
included. been included as part of the 2018-19 budget. Examples
2. Manage the affairs of the University in order for it to of these investments include continued and increased
achieve, or do better than, the funding budget.” Indigenous support, additional Library acquisitions,
additional support for the Teaching Faculties and service
We thank all units that reviewed their operations and units, support for student wellness and accessibility, and
submitted their budgets to bring the 2018-19 budget innovative funding for students.
together.
As established three years ago, the timeline for the budget
process allows the budget to be completed for approval
at the cycle 4 meeting of the Board of Trustees in May to
coincide with the start of our fiscal year – running from
May 1 to April 30. We thank all units for meeting the
requirements of the timeline.
The approach taken to establish the 2018-19 budget
was similar to the prior year; incorporating the following
objectives:
1. Support the Integrated Strategic Plan and the SMA2.
2. Provide new investment where critically needed.
3. Support ongoing initiatives.
4. Continue to simplify the budget and bring financial
and non-financial information together to enhance
accountability, understandability and transparency.
Pullout 1/viii
Brock University’s 2017-20 Strategic Mandate Agreement Operating funding support for all six of the Teaching Brock continues to make inroads into ensuring the University’s Infrastructure
(SMA2) specifically identifies Indigenous student outreach Faculties, student awards and services, as well as affordability through a number of funding initiatives for students.
Some critical and significant infrastructure investments
as one of Brock’s institutional initiatives. This initiative infrastructure renewal remain key priorities in the 2018-19 include the Rankin Family Pavilion project and the Brock
aims “to improve the University experience for Indigenous budget. In April of 2018, the Senate passed the following District Energy Efficiency Project (DEEP) – Phase 1 funded
Funding for Students
students and scholars, while also increasing awareness of motion “THAT the 2018-19 Budget is consistent with the in part from the Government of Canada’s Post-Secondary
Indigenous issues and perspectives across campus.” In an academic policy of the University.” Senate passed this • New to 2018-19, increasing Institutions Strategic Investment Fund (SIF) and Phase 2
effort to support this initiative, the 2018-19 motion subsequent to a year of ongoing consultation international doctoral fellowships
to match the tuition costs. funded from the Ministry of Advanced Education and
budget provides additional funding for a number of and review of academic and fiscal matters relevant to the • New to 2018-19, tuition freeze for Skills Development (MAESD) Greenhouse Gas Campus
Indigenous areas in the University, as noted below. budget with the Council of Academic Deans and the Senate international students in research-
Retrofits Program (GGCRP) – deferred maintenance
based master’s and PhD programs.
Planning, Priorities and Budget Advisory Committee. • Continuation of tuition freeze for across campus including residences, the new Human
domestic continuing master’s and
Indigenous support A sample of some of the investments in the Teaching Resources information system, classroom modernization
BUDGET DEVELOPMENT
PhD students.
BUDGET DEVELOPMENT
Faculties are highlighted below. projects, and improvement of several areas of Brock’s
• New Vice-Provost Indigenous Education and Community Engagement information technology.
• Continued support of Tecumseh Centre, Aboriginal Student Services,
the Aboriginal stream of Adult Education and the Northern Nishnawbe
Education Council Teaching Faculties The Library acquisition budget was increased by $629,000 The Rankin Family Pavilion project will transform the
• A tenure-track position in Indigenous Sociology in 2018-19. We know the Library is important to both outdoor space in front of the Schmon Tower, with an
• Targeted scholarship support for Indigenous students • Total net direct operating budget(1): $137.1 million enclosed atrium that includes collaborative and digital
• Development of an Aboriginal Governance program with Weengushk Film • Investment in personnel: $2.9 million increase – over 2017-18 budget
teaching and research, and for this reason, in order to
Institute ensure Brock’s Library remains competitive with our peers, innovation space, as well as a second level to house and
• Increased work-related placements for students in numerous programs
• Certificate program with Weekgushk in Film Studies expand commercialization activities. This project will be
• Three new courses in Indigenous languages • Innovative I-EQUIP program, which provides students with opportunities to the Fiscal Framework establishes a goal of benchmarking
develop health quality related projects with numerous community partners our acquisitions on a per student basis against our peers in completed in the summer of 2018.
10 • Enhanced laboratory experiences for Kinesiology and Health Sciences 11
students with human cadaver anatomy laboratories, and improved the Canadian Association of Research Libraries (CARL).
equipment for wet labs Rankin Family Pavilion
2018-19 Budget Report
2018-19 Budget Report
• Opportunities to work with and/or research various populations, such as
older adults, cardiac rehabilitation patients, children and youth, and spinal Library acquisitions • Total construction budget: $19.3 million
cord injured individuals in clinical, rehabilitation and community settings • Funding sources: $8.5 million SIF, $4.9 million from the 2018-19 capital and
• Goodman School of Business use of a new cloud-based admissions • Net direct operating budget(1): related project budget, $3.0 million in donations, $1.5 million of surplus from
platform to streamline the assessment process $4.8 million previous years’ capital and related project budgets, and $1.4 million from the
• Faculty of Education offering extra cohort of Master’s Preparation • Strategic Investment: $0.63 2017-18 capital and related project budget.
Certificate in Education courses million brocku.ca/brock-news/2017/03/board-of-trustees-meeting-highlights-
• Faculty of Education continuing teacher education experiential learning • Where is this budgeted: Library atrium-and-upgraded-power-projects-moving-forward/
in China. brocku.ca/library
• New string orchestra in Music
• New stream in Music – Paths to Music Therapy
• Faculty of Mathematics and Science continues the development of lab
experiences for students, field trips, and other key sources of experiential
learning
• Tenure-track position in Applied Disability Studies to promote increased Brock’s Student Wellness and Accessibility net funding
graduate spaces, enhancing experiential learning opportunities for students increased by $253,000 from MAESD grants, which
and responding to increased student demand for professional programs.
facilitated a total increase in spending on their support
• Support for both undergraduate and graduate student travel to present
research and academic conferences services by $364,000.
• Development of an Aboriginal Governance program to be delivered on
Manitoulin Island in partnership with Weengushk Film Institute.
• Additional investments in marketing and communications for brand- Student Wellness and
building initiatives. Accessibility
• Offering more Indigenous-language courses university-wide through • Net direct operating budget (1):
Tecumseh $1.53 million
• Adult education enhancements including online offerings • OG FTE (2): 31.1 vs. 26.4 in 2017-18
brocku.ca/academics budget
• Additional grant funding: $0.25
million (1) Net direct operating budget equals revenue minus expenses for 2018-19 fiscal year.
brocku.ca/swac/ These budgets do not allocate overhead costs (i.e. support services, space etc.).
(2) OG FTE represents 2018-19 budgeted ongoing staff and faculty full-time equivalent
positions – excludes temporary contract workers and includes any budgeted but
unfilled position.
The first phase of Brock’s District Energy Efficiency Project
(DEEP) project is replacing half of the existing natural
The 2018-19 capital and related projects budget also
includes a new investment of $500,000 toward classroom
3. Support ongoing initiatives CCOVI
gas-powered co-gen engines with state-of-the-art, high- modernization. As part of the Budget Details section of this report, Figure 38
• Net direct operating budget(1): $0.5
efficiency, electronically controlled units. The project is provides a high-level overview of where budget dollars million
Also included in the 2018-19 capital and related projects are allocated by detailing the net revenue and expenses • Where this is budgeted: transfer
expected to be completed this summer. DEEP Phase 2,
budget is $2,070,000 of investment in residences, which of the following areas: Teaching Faculties, Academic from Research Services to the
which is being funded entirely through the GGCRP, will Research With no External
includes $1,115,000 of deferred maintenance projects. The Support, Student Specific, Shared Services, Ancillary, Space Obligations Fund.
replace the remaining co-gen engines and install a new
investments range from proximity card upgrades to Village and Global. In addition to this high-level information, brocku.ca/ccovi
high-efficiency electric chiller unit. Work is expected to be
residence renewal. this budget report has additional information on each of cuvee.ca
wrapped up by March 2019.
the individual units grouped into these categories in the
Human Resources (HR) currently runs on old legacy
The completed DEEP project will result in Brock’s annual section of responsibility centres on pages 46 to 73. These
systems and applications that are beyond end of life and The 2018-19 budget continues to support the Human
NOx (nitrogen oxide) gas emissions dropping by 85 per pages provide information on the various units of the
BUDGET DEVELOPMENT
BUDGET DEVELOPMENT
considered high risk. Replacement is required as soon as Rights and Equity Services unit. The 2018-19 budget
cent and reducing the non-methane hydrocarbons by 73 University and the Faculties, and specifically provide links
possible. The HR component of Workday, which will replace increased by $0.13 million. The Human Rights and Equity
per cent. The new co-generation engines will also consume to their strategic plans and accomplishments.
the current HR system, is a modern cloud-based system Services unit is a resource for all Brock community
26 per cent less fuel and result in hundreds of thousands of
that will provide an integrated system with Workday This section serves to highlight some specific ongoing members to provide information, education, assistance and
dollars in utility cost saving each year.
Finance, improved access to information and better HR initiatives supported by the budget. There is no priority to advice on issues related to human rights harassment and
service delivery. This project is scheduled to be live with any of the functions, tasks or programs identified. discrimination.
Brock DEEP Phase 1 and 2 Phase 1 on July 1, 2018.
The Cool Climate Oenology and Viticulture Institute
Brock DEEP Phase 1 (CCOVI) at Brock University is an internationally Human Rights and
• Total construction budget: $10.8 million Equity Services
12 • Funding sources: $5.2 million SIF, $1.3 million from the 2018-19 capital and Workday Human Resources recognized research institute focused on the research 13
related project budget, $2.6 million from the 2017-18 capital and related priorities of the Canadian grape and wine industry, and the • Net direct operating budget(1):
project budget ($1.3 million of which is Facilities Renewal Program Funds), • Total project budget: $7.2 million $0.6 million
continuing educational and outreach-service needs of that
2018-19 Budget Report
2018-19 Budget Report
$1.0 million of one-time Facilities Renewal Program Funds received in 2016-17, • Assessment and pre-implementation budget: $0.8 million • Where this is budgeted: Shared
$0.3 million of the general 2016-17 Facilities Renewal Program Funds • Implementation budget: $6.4 million community. Services Support
(reallocated mid-year from other projects), $0.3 million from the sale of • Funding sources: $0.8 million 2016-17 capital and related projects budget, • OG FTE (2): 4.0
equipment and $0.1 million reallocated from a 2015-16 capital project. $2.3 million 2017-18 capital and related projects budget, $3.5 million of CCOVI is currently embarking on a $2.4-million project brocku.ca/human-rights/
Brock DEEP Phase 2 the 2018-19 capital and related project budget and $0.6 million of pre-
encumbrance of the 2019-20 capital and related projects budget. that expands and enhances its fermentation, wine
• Total construction budget: $7.9 million
• Funding sources: $7.9 million from GGCRP brocku.ca/brock-news/2017/11/brock-human-resources-preparing-to- flavour and consumer behaviour facilities as a result of a
brocku.ca/brock-news/2018/03/7-9-million-in-provincial-funding- launch-new-system/ $960,000 grant from Canadian Foundation for Innovation
means-green-light-for-brocks-green-energy-project/ (CFI), announced in Oct. 2017, a matching grant from
the Ontario Research Fund, announced in Jan. 2018,
plus contributions from the grape and wine industry.
This project will help CCOVI establish the world’s first
mediated-reality wine consumer laboratory that will
combine sights, smells and sounds to help researchers
study the science of consumer choice in the wine industry.
The project also includes expanding the capacity of
CCOVI’s research winery to include a state-of-the-art
fermentation facility, as well as the purchase of several
The full 2018-19 capital and related projects plan can be advanced analytical instruments required for grape and
found starting on page 75. wine flavour and aroma analysis.
(1) Net direct operating budget equals revenue minus expenses for 2018-19 fiscal year.
These budgets do not allocate overhead costs (i.e. support services, space etc.).
(2) OG FTE represents 2018-19 budgeted ongoing staff and faculty full-time equivalent
positions – excludes temporary contract workers and includes any budgeted but
unfilled position.
The Department of Development and Alumni Relations The majority of the utilities are shown in the Utilities, Taxes 4. Continue to simplify the budget and bring financial and
is responsible for Brock’s philanthropic activity, alumni and Insurance responsibility centre on page 70.
engagement and capital fundraising campaigns. non-financial information together to enhance accountability,
Utilities (in $millions)
understandability and transparency.
Development and Utilities ($millions)
Alumni Relations To everyone involved in the budget development, data together will help support ongoing efforts to ensure a
• Net direct operating budget : (1) congratulations and thank you for making this balanced fiscally responsible budget while paying close attention to
$1.6 million Hydro Heating and cooling Water budget possible. Furthermore, this year’s report continues quality and academic outcomes.
2018-19
• Five-year average annual funds
raised (2013-14 to 2017-18 as of the linkage of financial and non-financial data through a
It is hoped that the efforts made throughout the
April 9, 2018) $6.2 million 2.7 3.3 1.3 strong partnership with Financial Services and Institutional
• OG FTE (2): 18.5 development of this budget have enhanced its
Analysis. We suspect this information will generate
brocku.ca/bold-new-brock accountability, understandability and transparency.
BUDGET DEVELOPMENT
BUDGET DEVELOPMENT
discussion, which is encouraged.
Hydro Heating and cooling Water Feedback is always encouraged and welcomed, and can be
2017-18
It is anticipated that future budget reports will continue directed to budgetreport@brocku.ca
2.2 4.0 1.4 to build and add to the financial and non-financial data
The mission statement of Brock athletics is to enrich disclosed herein. Discussing both financial and non-financial
the overall student life experience by providing quality brocku.ca/facilities-management/maintenance-operations/utilities
sport programs and leadership in the pursuit of athletic
excellence. It provides students with the opportunity to
take part in athletics both as participants and fans. The majority of the scholarships, bursaries and student
awards are shown in the Scholarships, Bursaries and Student
14 15
Awards responsibility centre on page 71. These funds
Brock Athletics
and Intramurals represent six per cent of total revenue.
2018-19 Budget Report
2018-19 Budget Report
• Number of athletic teams and
athletes: 45 teams and 910 athletes
• Number of intramurals and athletes: Scholarships, Bursaries and Student Awards
741 teams and 3,328 athletes
• Net direct operating budget of • Undergraduate $13.2 million
Brock Sports and Recreation(1): • Graduate:$8.3 million
$1.4 million • Funding sources: $19.7 million (91%) operating costs and $1.8 million (9%)
gobadgers.ca endowment.
brocku.ca/international-recruitment/funding-costs/
brocku.ca/safa/awards
brocku.ca/graduate-studies/fgs-awards
(1) Net direct operating budget equals revenue minus expenses for 2018-19 fiscal year.
These budgets do not allocate overhead costs (i.e. support services, space etc.).
(2) OG FTE represents 2018-19 budgeted ongoing staff and faculty full-time equivalent
positions – excludes temporary contract workers and includes any budgeted but
unfilled position.You can also read
