Operational Plan & Budget 2017-2018 Board of Regents June 28, 2017 - Campion College
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Operational Plan & Budget
2017-2018
Board of Regents June 28, 2017Contents
Introduction and Overview..................................................................................................................................................................... 2-7
Departmental Operational Expenses ...................................................................................................................................................... 7-8
Key Initiatives.............................................................................. ...................................................................................................... 8-11
Revenues, Investments & Capital Planning ....................................................................................................................................... 11-12
Figures
Figure 1: 2016-2021 Summary Financial Statements ................................................................................................................................. 4
Figure 2: 2017-18 Operating Budget with 2016-17 Comparable ............................................................................................................... 5
Appendices
Appendix A: Campion College Business Case 2017 - Needs Assessment Code Compliance
Revenues, Investments & Capital Planning .............................................................................................................................................14
1Introduction
The 2017-18 operational plan and budget is prepared and presented to outline the following:
• Campion’s commitment to excellence in education, and the delivery of innovative and accessible programming with a goal of
graduating leaders who make meaningful contributions to society;
• Campion’s interest in increasing Saskatchewan’s profile on the world stage through our connections with the global Jesuit network;
• An educational institution that is responsive to the diverse needs of Saskatchewan’s population;
• A financial plan that supports the delivery of quality education in an effective and responsible manner and one that is accountable to
our stakeholders;
• Contributions to a sustainable post-secondary education system that are responsive to the needs of the province of Saskatchewan.
As Canada’s only Jesuit undergraduate college, Campion has the unique opportunity to connect Saskatchewan with a well-established
Jesuit network of over 900 secondary and post-secondary institutions worldwide. Regions with high-profile Jesuit schools include
Mexico, Philippines, India, South America, United States, and Europe. Our presence on the U of R campus provides an attractive and
unique opportunity for international students wishing to pursue post-secondary studies in Canada. Strengthening our connection with
the greater Jesuit network is a key priority for the College. Our focus over the next three years, and beyond, is to build relations with
Jesuit schools, particularly those in Mexico and the United States, to increase international learning opportunities through student and
faculty exchanges as well as study abroad programs.
Campion College is committed to an education that forms the whole person – intellectually, spiritually, socially and culturally. A
Jesuit education is based in the liberal arts and sciences, graduating innovative thinkers with the analytical, communication, and
research skills to tackle the challenges of a changing global marketplace. As well, our graduates can adapt easily to the current
market demands. Most importantly, however, Campion graduates are encouraged to become servant leaders, individuals focussed
on applying their skills and talents for the betterment of society. The following document outlines the financial and operational
plan for Campion College for the 2017-18 fiscal year.
2Environmental Scan
External factors:
- Diminished operational grants from the Province of Saskatchewan. For 2017-18, the Government of Saskatchewan
has reduces Campion’s operating grant by 5% over the 2016-17 grant. This is a major reduction and will reduce
planned income by nearly $200,000. As well, indications have been received that further reductions are
forthcoming in the 2018-19 fiscal year.
- Campion does not have control over tuition increases through the Federation Agreement. Therefore, Campion relies
on the University to set the tuition structure and must make adjustments in the short term. This impacts year over
year operations as nearly 45% of operating revenue comes from tuition fees.
- Campion has a working academic agreement with the University to teach 10% of all Arts, Science and Fine Arts
courses. This commitment requires significant resources such as full-time faculty, sessionals, and support services.
Internal factors:
- Campion College’s new strategic plan for 2016-2018 charts a focussed course for the college. This operational plan
will demonstrate the financial need and subsequent support to ensure the strategic plan can be accomplished.
- Building needs of the college will be of importance as Campion looks to complete the outstanding code compliance
issues present on main, 3rd and 4th floors. This will not be of a concern for the 2017-18 fiscal year, but is part of the
long term maintenance plan that will need to be completed in the next number of years, at some cost.
In summary, Campion expects the following main operating concerns for 2017-18:
• Salaries and benefits: Campion expects an average increase of 5% due to individual academic contract agreements. A new contract
for academic staff will be negotiated as the current contract expires June 30, 2017. To achieve a balanced budget some staffing
reductions will take place.
• Scholarships: Any shortfall in revenue from investment return will impact operating costs and any shortfall will be derived from
operating funds.
• Fee share payments: Any downward issues with liberal arts course enrolment will impact operating funds.
Campion College 2017-2021 Summary Financial Statements
Figure 1 provides summary financial statements including the 2017-18 operational and capital budgets along with projections for three
upcoming years (as per Board of Regents Budget Policy 6.1.2).
3Figure 1: 2016-2021 Summary Financial Statements
The Catholic College of Regina Campion College
Statement of O perations
with draft 2018 budget and projections to 2021
5% decrease to 2% decrease to 0% increase to 0% increase to
2017 operating 2018 operating 2019 operating 2020 operating
grant grant grant grant
Actual to
Budget 2016-17 Budget 2017-18 Budget 2018-19 Budget 2019-20 Budget 2020-21
4/30/2017
O perating income
Revenues
Donations $193,500.00 $627,000.00 $217,306.00 $230,000.00 $230,000.00 $230,000.00
Investment Income $165,000.00 $73,000.00 $165,000.00 $200,000.00 $220,000.00 $220,000.00
Provincial Operating Grants $3,906,900.00 $3,852,000.00 $3,711,600.00 $3,650,540.00 $3,650,540.00 $3,650,540.00
Provincial Maintenance Grant $84,000.00 $84,000.00 $84,000.00 $42,000.00 $42,000.00 $42,000.00
Rental, Event, Merchandise and Other Income $82,292.00 $164,000.00 $99,292.00 $130,000.00 $120,000.00 $120,000.00
T uition and student Fees $2,765,000.00 $2,925,000.00 $2,845,800.00 $2,980,000.00 $3,040,260.00 $3,092,460.00
T otal operating revenues $7,196,692.00 $7,725,000.00 $7,122,998.00 $7,232,540.00 $7,302,800.00 $7,355,000.00
Expenses
Academic $4,392,052.00 $4,047,200.00 $4,305,928.00 $4,417,540.00 $4,517,540.00 $4,605,000.00
Administration $577,200.00 $664,000.00 $579,066.00 $580,000.00 $580,000.00 $580,000.00
Student Services $595,408.00 $615,000.00 $592,792.00 $595,000.00 $555,260.00 $550,000.00
Development $120,450.00 $115,000.00 $121,550.00 $120,000.00 $120,000.00 $120,000.00
Library $228,782.00 $219,000.00 $235,562.00 $220,000.00 $220,000.00 $200,000.00
Plant and Maintenance $1,282,800.00 $1,225,900.00 $1,288,100.00 $1,300,000.00 $1,310,000.00 $1,300,000.00
T otal operating expenses $7,196,692.00 $6,886,100.00 $7,122,998.00 $7,232,540.00 $7,302,800.00 $7,355,000.00
Surplus (deficit) from operations $0.00 $838,900.00 $0.00 $0.00 $0.00 $0.00
Surplus (deficit) from operations less donmations for endowed/specified funds $238,900.00
O ther expenses
Capital projects $2,800,000.00 $2,715,000.00 $0.00 $0.00 $0.00 $0.00
Amortization $106,400.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00
O ther income
Net gain (loss) on investments/pension $200,000.00 $640,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00
Surplus (deficit) from non-operating activites ($2,600,000.00) ($2,181,400.00) $0.00 $0.00 $0.00 $0.00
Excess (defieciency) of revenues over expenses ($2,600,000.00) ($1,342,500.00) $0.00 $0.00 $0.00 $0.00
42017-18 Operating Budget
Campion’s budget continues to be prepared on a conservative basis with a view, in all material respects, to achieve a balanced budget.
While the provincial operating and maintenance grants are now known prior to the final preparation of the budget, tuition income is
projected based on previous enrolment levels and anticipated number of students enrolling in liberal arts courses at the University of
Regina for the 2016-17 fiscal year. Tuition income is based on the Fee Share Agreement (FSA) between the University of Regina,
Campion College and Luther College.
Figure 2: 2017-18 Operating Budget with 2016-17 Comparable
Budget 2016-17 Budget 2017-18
Operating income
Revenues
Donations $193,500.00 $217,306.00
Investment Income $165,000.00 $165,000.00
Provincial Operating Grants $3,906,900.00 $3,711,600.00
Provincial Maintenance Grant $84,000.00 $84,000.00
Rental, Event, Merchandise and Other Income $82,292.00 $99,292.00
Tuition and student Fees $2,765,000.00 $2,845,800.00
Total operating revenues $7,196,692.00 $7,122,998.00
Expenses
Academic $4,392,052.00 $4,305,928.00
Administration $577,200.00 $579,066.00
Student Services $595,408.00 $592,792.00
Development $120,450.00 $121,550.00
Library $228,782.00 $235,562.00
Plant and Maintenance $1,282,800.00 $1,288,100.00
Total operating expenses $7,196,692.00 $7,122,998.00
Surplus (deficit) from operations $0.00 $0.00
5In 2017-18 the College had a reduction of 5% to the operating grant, and 0% increase to the preventative maintenance and renewal
grant which has impacted the 2017-18 Campion budget. Academic costs in 2017-18, driven largely by salary adjustments to
permanent faculty are expected to rise by 3-5% on average. To offset academic salary increases, all areas of college operations have
had to adjust budgets. The following is a breakdown of expenses from each department.
Academic
Faculty and Academic Support
The academic unit comprises of 20 full-time faculty and approximately 15 sessional lecturers (per semester) providing an array of
Arts, Science and Media Art and Performance courses. The faculty budget of $4,305,928 includes salaries and benefits for the
President’s academic component, the Dean, Assistant Dean, faculty, sessional lecturers, teaching assistants and 4.5 FTE support staff.
Library
The library provides an independent, yet complementary collection of books, periodicals, on-line serials and archives to the University
of Regina library system. The Campion library also serves as an excellent area for students and faculty alike. The funding allotted to
the library component in 2017 – 2018 is for $235,562. The library budget supports two permanent staff along with several part-time
student positions.
In total the Academic and Library units comprise 65 % of the overall budget with a request of $4,541,490.
Support and Administration
Campion also provides essential student services for the benefit of the University of Regina community, with a special emphasis on
the needs of Campion students. As well, the administration of the college supports the academic unit through general accounting and
internal and external policies.
Administration
The administrative budget is $579,066 includes equipment, insurance and support costs for the college, including salaries and benefits
such as the President’s administrative stipend and 2.5 FTE staff. As well, the college sets aside $10,000 for Board of Regents
development and governance requirements.
6Student Services
Student services are an integral and strategic component of the college and its relationship with the University of Regina through the
federation agreement. This area supports our strategic vision through student registration, student financial processing, campus
ministry and engaged learning. The budget for this area is $592,792.
Development
The development office is a one person department that oversees the fundraising activities for the college, which include donor
relations, scholarships, and, most importantly, the development of a capital campaign to raise funds for building / accessibility
enhancements. The budget for this area is $121,550.
Administration, development and student services represent 17% of the total budget
Facility
Facility - This broad expenditure category is roughly 18% of the total expenditure budget and includes utilities (heating, power, water,
and sewer); maintenance (routine and special), capital expenditures on existing facility; and payments made to the University of
Regina to support the overall university structure. The operational budget for facilities is $1,288,100, and includes $660,000 for
Infrastructure Services Agreement payments to the University of Regina. Further capital expenditures for this department is outlined
in Appendix A, which is a report to the Government of Saskatchewan on-operating capital expenditures.
2017-18 Key Initiatives
1. Recruitment and Retention
This budget contains $32,600 to promote Campion and attract students to the College. As part of the coordination of recruitment
efforts with the University of Regina and Luther College, Campion has agreed to take on the task of recruiting students within the
Catholic high schools across the province and all high schools within the Good Spirit School Division. The budget also contains
$78,000 for scholarships.
72. Academic Priority
Campion College Faculty Forum Academic Planning Committee continues to work to prioritize future academic direction of the
College. Part of the focus is on a greater utilization of tenurable professors as compared to sessional lecturers. The impact on the
budget is a premium of approximately 60% versus the cost of utilizing sessional lecturers, but provides stability and long-term strategy
for the College. Two members of the faculty have taken leave without salary for in 2017-18 as they pursue other opportunities in the
United States. Replacement of these positions will be determined for the 2018-19 fiscal year, based on the Academic Strategic Plan.
Finally, Campion College is unique in that both the President and Dean are expected to teach courses in their areas of expertise.
3. Visible Identity and Mission
Campion College desires to be a welcoming and inspiring environment for all; to have a strong team who live by our vision, mission
and values; high quality responsive student services; an environmentally sustainable community; and strong ties with the Society of
Jesus.
This budget contains $17,000 to support Campus Ministry. In addition the College uses existing resources to provide such services as
student mentoring. The Archdiocese of Regina supports the majority of this funding need through Campion’s portion of the
Archdiocese of Regina Annual Appeal.
4. Accountable Governance and Administration
Campion College also desires open and transparent governance and administrative process; an effective governance model that is
understood by the Board and College employees; sufficient resources to meet our educational responsibilities; current board
legislation, by-laws, policies and procedures; and current administrative policies and procedures.
The budget includes funds related to the annual financial statement audit, which is an essential element of the college’s governance.
As well, $10,000 is allocated to Board of Regents development in order to provide training for our volunteer board members through
Governance Training. Since 2013-14 Professional Director 5 members of the Board of Regents have obtained their Professional
Director Certification.
5. College Financial Sustainability
Financial support, community connections, and donor relations will allow the College to fulfill its mission and vision. Key
components of sustainability financial operations are a well-rounded development plan, sound investment practices and efficient use
8of financial resources. Please refer back to Figure 1 for summary financial statements including the capital projects and funding
targets to the Capital Fund.
Revenues
As outlined in the introduction to this budget document the main categories are as follows:
1) Province of Saskatchewan Grants – The budget was developed on a -5% increase for the operating component and a 0%
increase on the preventative maintenance and renewal (capital) grant.
2) Tuition – Tuition revenue is expected to increase only slightly over actual results from 2016-17 fiscal year. This is based on
the University of Regina enrolment level projections for liberal arts teaching and the anticipation of 1% increase in overall enrolment
and a 2.5% increase from tuition fee revenue through the University of Regina. Tuition revenue is generated through the Fee Share
Agreement (2010, revised 2014) that transfers 10% of the overall liberal arts tuition taught at the entire University of Regina
community (including Campion College) to Campion and in return Campion teaches 10% of the total classes in the Faculties of Arts,
Fine Arts and Science taught at the U of R.
3) Campaign/Endowment – These revenue categories are expected to remain stable following the upward market shifts present in
the 2016-17 fiscal year. However, this revenue source is driven by donations and surplus deposits, therefore, which even if the current
level is maintained, a market change could affect the year-end result.
4) Other – This revenue component includes such things as the food service provider space rental, donations and interest. Except
for interest income, each of these items is expected to remain relatively unchanged in the upcoming budget year. Campion is also
investigating avenues to diversify its revenue through strategic partnerships and space use during week-ends and summers. A
strategic partnership with the Archdiocese of Regina has allotted additional revenue to offset week-end maintenance labour costs.
Campion College derives investment income from several sources, which is a large change since 2011-12. The primary investment
vehicles are: investments though The Jesuits Fathers of Upper Canada (endowed and internally restricted funds), non-endowed funds
consisting of previous surpluses (that are partially committed to offset potential defined benefit pension liability and future capital
plans), short term investments (reserved capital retention) and bank interest. The projected operating income (realized investment
income) is found in Figure 1. Such realized revenue is mainly used for scholarship awards, special events and capital projects, while
all unrealized revenue is normally returned into the investments for future need.
9Transformative Change Initiatives Summary 2012-2018
Campion’s Strategic Plan (2015-18) “A Path Forward: Connecting our Communities” identifies the efforts the college undertakes to
be financial stable while improving service. Campion College seeks to make use of partnerships in existence and yet seeks other
opportunities that can support and enhance our mission.
Campion is proud of the transformative measures already taken into effect as of 2017. The College also seeks further transformative
changes to meet the austerity measures soon to be imposed on the post-secondary sector through potentially lower operating and
capital grants. Campion spends 90% of our budget on our programming and has been successful in managing costs through quality
management initiatives such as LEAN (continuous improvement initiatives). For example, Campion uses third party for repairs,
replacements and systems in order to lower long term compensation costs. The following outlines some of the measures undertaken to
date. Campion provides many services that are central and open to all U of R students as well:
Lower administrative cost to redirect at core of the college – academics and student service
1. Campion Dean and President both teach almost fulltime.
2. Shared administrative resources, as the President, Dean and the Board of Regents all share one administrative assistant
3. Travel for senior admin personnel less than $7,000 total
4. Travel for non recruitment staff is limited to $4,500 total
5. President and Dean salary lowest of any college/university in Canada
6. Campion academic complement covers 3 faculties under one roof
Collaboration with federated partners – Luther College and University of Regina
1. Fee Share Agreement (FSA) 2015-2022
a. The FSA is intended to introduce an element of stability and predictability in tuition fee revenue and limit the
perceived competition identified in 2006 (Tuition changed from $2.4 million in 2005-6 to $2 million 2006-7 and
now at $2.66 million 2015-16)
b. FSA basics are: 10% of credit hours taught at U of R community in MAP, Arts and Science and multiplied by Arts
tuition rate in return for 10% teaching in those areas (based on historical analyzed practice)
c. An efficient agreement as Campion acts an additional tuition collection site, the U of R issues TT2202A and a
quick reconciliation process in place.
10d. There is no duplication in service while adding to the availability of tuition payment options and only one
institution issuing tax receipts
2. Infrastructure Services Agreement 2012-2017
a. Payment for shared infrastructure services is a fixed percentage of 10% of the combined fee share revenue in the
FSA and the annual provincial operating grant. Again, an efficient arrangement avoiding duplication of services
including (but not limited to):
i. Student services
1. Banner student information system and training
2. Library Central Database and Cataloguing
3. Student accessibility office
4. Aboriginal student centre
5. International student office
6. Career centre
ii. Administrative Functions
1. Human resources (payroll entered at Campion 8 hours per month cost)
2. Grant administration
3. Utilities
4. Supply management services (procurement and related are worked through standing orders, etc at U
of R for better economy of scale on any orders
5. IT office is centralized at U of R and Campion is only billed for tier 2 support (and higher) on an as
needed basis
iii. A True and Transformative Partnership
1. Centralized recruitment plan and functions
2. Space usage
3. Shared benefit in the success of the entire U of Regina
4. Online and other distance education delivered through the U ofR Centre for Continuing Education –
U of R (CCE) has infrastructure costs and expertise, CCE and Campion share in tuition revenue.
Again no duplication of infrastructure or resources/services
Long term sustainability
a. The college is a partner in the benefits and pension packages offered through the U of Regina. This is an efficient and
cost effective model
11i. Campion transformed from a primarily Defined Benefit (long term liability and short term funding issues) into a
Defined Contribution plan for all staff.
b. 2012 Building Condition Assessment identified opportunities for efficiencies in water, energy and electrical usage
resulting in a 10% savings in lighting costs.
c. Print optimization with for library and the college saves $5-6,000 per year
d. Finance, accounting, and fundraising (development) integration: A full integration of our accounting and fundraising
systems was completed in 2014, allowing for single entry of data for all systems resulting in .2 FTE in savings. A
maximum turn around for donor recognition is now set at 48 hours, which is faster than before the integration.
e. Savings to date total $100,000 (or $35,000/year)
New Initiatives Underway (2016-2018)
f. Space usage with key/strategic partners
i. Archdiocese of Regina uses Campion space, Luther College food services and U of R residence to deliver
monthly (3 day week-end) educational programs. 60 attendees pay to take part in the program and get exposure
to the U of R community. This results in increase revenue for all parties and improves relevancy in the
community
ii. School divisions utilize Campion space to host retreats, functions, which again results in increase revenue for
Campion and improves relevancy in the community
iii. Seeking summer programming with similar groups to increase use of space during off-peak hours for university
classes (goal of a true 12 month campus)
iv. Collaboration with U of R on Kisik Residence
1. Pedestrian corridor and mechanical tunnel using same contractor
a. A direct connection to the residence and Campion/Luther gives accessible classroom/residence
experience to all
2. Living Learning Community (30 spaces in Kisik Tower) connected to Campion
v. Enhancing Math/Stats and Writing tutor center to assist all Campion and U of R students
Capital Expenditures: 2017-21 Initiatives
Campion College has begun to review its building needs in light of current code-compliance needs and future use issues. As such, a
Building Enhancement Committee continues its work to prioritize and outline plans for building enhancements.
12To meet the needs of a growing Saskatchewan economy and the increasing demands of an expanding university campus, Campion
College is committed to a capital project to upgrade our elevator and create a barrier-free building. As well, possible main floor
entrance renovation to enhance accessibility to classrooms and essential student-retention programs are needed to serve as an
important access point to university services for students living in the new 600-bed residence tower currently under construction,
directly to the north of Campion’s building.
All building enhancements will not only address code-compliance issues, it will provide greater access to post-secondary education
and create the infrastructure necessary for the fulfillment of the college’s goal embodied in Cura Personalis. Appendix A outlines a
master plan for proposed capital expenditures.
Going Forward
Campion College is a growing and vibrant college that is nearly 700 students strong and teaches approximately 15,000 credit hours
(1000 full time learning equivalents). The College is a Jesuit College that is connected to the nearly 167 Jesuit Colleges and
universities around the world such as the Pontifical Gregorian University (Rome), Sogang University (Seoul) and Georgetown (USA).
Campion is developing international partnership agreements with Jesuit institutions such as these, to promote study abroad, engaged
learning, course offerings, and research collaboration.
Campion is also looking to establish an endowed chair in an academic area that is consistent with the mission and values of Campion
College and supports the U of R, and the Saskatchewan landscape. This will increase Campion’s connection to the broader
community and offset operational costs for a budgeted faculty position
Campion has also identified other areas of transformation that are outlined explicitly in the current strategic plan which is found at:
http://campioncollege.ca/about-us/strategic-plan
13Appendix A
Campion College Business Case 2017 - Needs Assessment Code Compliance
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