Fredericton Campus & University‐wide Units University of New Brunswick 

Fredericton Campus & University‐wide Units  University of New Brunswick 
Fredericton Campus & University‐wide
Units
University of New Brunswick 2014‐15 Budget
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget TABLE OF CONTENTS
COMMENTARY FROM THE VICE‐PRESIDENT
3 Introduction ................................................................................................................................................................................. 3 Strategy for 2014‐15 .................................................................................................................................................................... 3 We’re All In This Together ........................................................................................................................................................... 5 EXECUTIVE SUMMARY
6 2014‐15 OPERATING BUDGET STATEMENT
8 OPERATING REVENUE
10 Provincial Operating Grant ........................................................................................................................................................ 11 Student Fee Income ................................................................................................................................................................... 12 Student Fee Income: Tuition Rates ............................................................................................................................................ 13 Student Fee Income: Enrolment ................................................................................................................................................ 13 Other Revenue .......................................................................................................................................................................... 16 EXPENSES
17 Operating Expenses ................................................................................................................................................................... 17 Faculties and Departmental Costs ............................................................................................................................................. 18 Academic and Student Support ................................................................................................................................................. 19 Administration and Development ............................................................................................................................................. 21 Maintenance and Utilities ......................................................................................................................................................... 22 In‐Year Contingency .................................................................................................................................................................. 23 In‐Year Salary Savings ................................................................................................................................................................ 24 In‐Year Priority Allocations ........................................................................................................................................................ 24 SOURCES (USES) OF ONE‐TIME FUNDING
25 2014‐15 ANCILLARY OPERATIONS
26 Non‐Residence Ancillary Asset Profile ....................................................................................................................................... 27 Aitken University Centre (AUC) ................................................................................................................................................. 27 BMO Turf Field/Dome and Clubhouse ....................................................................................................................................... 28 Wu Centre ................................................................................................................................................................................. 29 Bank/Bookstore Building ........................................................................................................................................................... 29 2014‐15 RESIDENCE BUDGET
31 Residence Budget Statement .................................................................................................................................................... 32 Residence System Asset Profile ................................................................................................................................................. 33 Context ...................................................................................................................................................................................... 35 Competitive Position ................................................................................................................................................................. 36 Rate Recommendation (2014‐15) ............................................................................................................................................. 36 Key Financial Elements .............................................................................................................................................................. 37 Conclusions ................................................................................................................................................................................ 38 2014‐15 CAPITAL BUDGET
39 Overview of the 2014‐15 Capital Program ................................................................................................................................ 40 Building & Spaces Program ........................................................................................................................................................ 41 Elements of the Building & Spaces Program for 2014‐15 .......................................................................................................... 45 Equipment & Technology Program ............................................................................................................................................ 49 Elements of the Equipment & Technology Program for 2014‐15 .............................................................................................. 51 Z:\Corporate\VPFinance‐FR\Share\CATHY'S MAIN FILES\Board of Governors\Board 2014\Board of Governors May 27, 2014\2014‐05‐14 Fredericton Campus Overview.docx Page 2 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget COMMENTARY FROM THE VICE‐PRESIDENT
Introduction As Vice‐President (Fredericton‐Academic), and on behalf of both Campus and University‐wide Units, I am pleased to present a fifth consecutive balanced budget for the Fredericton Campus. Highlights are: 
Net Position before One‐Time Funds includes positive cash flow of $361.5 K; 
Enrolment is expected to decrease by 16 FTE from the 2013‐14 budget and 74 FTE from 2013‐14 actuals due to a combination of demographic and competitive factors as well as planned program changes initiated by Faculties; 
Significant re‐investment of ongoing and one‐time funds have been made in academic and non‐
academic programs; 
Budgeted full‐time faculty complement has increased by 7.8 FTE as compared to 2013‐14. This increase is primarily driven by the addition of soft‐money faculty positions (e.g. CISCO Chair, CRC, VAUGN Chair), term positions funded by the Vice‐President (Fredericton) in support of strategic bridging and backfills as well as the conversion of staff or part‐time funding pools into continuing faculty; and, 
Overall growth of 5.1% in Academic & Student Support category despite a .07% targeted budget reduction. This growth includes general inflationary growth of salaries and benefits (i.e. $1,068.0 K) as well as targeted non‐salary and student support (i.e. $195.0 K). Strategy for 2014‐15 In addition to foregoing a planned non‐salary increase of $250 K, the Fredericton Campus was assigned a $1,750 K budget reduction target. Overall, the Fredericton Campus met its budget targets. Two Faculties, unable to meet their ongoing budget targets due to transitions in self‐sourced revenues, are mitigating the negative financial impact using one‐time funds. Fredericton Campus revenues have increased by $5.4 Million (or 3.8%) over 2013‐14. Fredericton Campus expenses have increased by $3.0 Million (or 2.1%) over 2013‐14. Without mitigation, it is estimated that the Fredericton Campus would have experienced additional expenses of at least $3.3 Million (i.e. additional growth of 2.3%) for a total growth of 4.4% over 2013‐14. Significant Reinvestment in Ongoing Initiatives
Despite considerable fiscal challenges, the Fredericton Campus shall invest in the mission of the University in the following manner: 
$1,016 K of existing ongoing faculty positions which have become vacant during 2013‐14/planned to become vacant during 2014‐15 due to attrition shall be strategically returned to Faculties following consultation with Deans. In addition, budgets for each category (or “Slice of Pie” on pages 17 through 22), highlight the following ongoing investments resulting from a review of assumptions conducted during preparation of the 2014‐
15 budget: Page 3 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget 
$271 K of term bridging positions in support of the Faculties of Arts, Business Administration and Science; 
$250 K in order to stabilize funding for fundraising activities performed by Donor and Development Relations (Year 2 of 3); 
$206 K of ongoing funding in support of inflationary increases to scholarships, graduate research assistantships, and library acquisitions; 
$130 K of ongoing funding in support of corporate legal costs; 
$100 K of ongoing funding in support of project management performed by the President’s Office; 
$60 K of ongoing funding in support of the stabilization and/or expansion of counselling services to students; 
$45 K of ongoing funding in support of academic advising initiatives; 
$34 K of ongoing funding in support of university grants and memberships; 
$20 K of ongoing funding in support of Board education; 
$16 K of ongoing funding in support of Encaenia and Convocation ceremonies; and, 
$15 K of ongoing funding in support of electronic medical record keeping at the Student Health Centre. Significant Reinvestment in One‐time Initiatives
During 2014‐15, and in addition to items identified in the One‐Time Sources (Uses) section of this report (see page 25), the Vice‐President (Fredericton‐Academic) has committed to the following strategic items from the In‐Year Priority Allocations line item as well as from discretionary funds allocated to his portfolio and included in the annual budget presented herein: 
$200 K Travel Study Bursary (Year 2 of 3); 
$145 K Associate Vice‐President (Learning Environment) for academic advising initiatives; 
$85 K Faculty of Kinesiology term faculty position (Year 2 of 3); 
$54 K Centre for Enhanced Teaching & Learning/RPB Team support for NSSE and persistence, attrition and retention data for both the Fredericton and Saint John campuses; 
$51 K Faculty of Computer Science Outreach Coordinator; 
$50 K Special Assistant (Student Experience) (Year 2 of 6); 
$43 K New Brunswick Social Policy Network (Year 2 of 2); 
$33 K Associate Vice‐President (Capital Planning & Property Development)/RPB Team space planner (Year 1 of 3); 
$30 K Faculty of Arts Arts1000 “Transition to University Academic Skills” (Year 2 of 2); 
$28 K Faculty of Science Peer Assisted Learning (PAL) program; Page 4 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget 
$25 K Faculty of Kinesiology Business Manager (Year 2 of 3); 
$25 K Centre for Enhanced Teaching & Learning’s Teaching & Learning Priority Fund to fund innovation in the classroom (Year 2 of 5); 
$25 K Mi’kmaq‐Maliseet Institute/Integrated Recruitment & Retention recruitment and marketer for First Nations students (Year 1 of 3); 
$25 K (Year 2 of 2) in support of the International Recruitment Centre at UNBSJ and their programs to recruit and retain international students for the University and Fredericton Campus; 
$17 K Faculty of Arts Psychological Wellness Centre (Year 5 of 5); 
$17 K Faculty of Kinesiology Human Performance Lab manager (Year 2 of 3); and, 
$15 K Security & Traffic mass notification system. We’re All In This Together The past fiscal year has been a challenging and enlightening one for all of us faculty, staff and students. In our recent history, it would be difficult to identify a time in which more members of our Fredericton Campus have been as engaged in our mission to maintain the quality of academic programs. While travels down this road together may have been challenging over the past year, the Fredericton Campus is committed to that mission. I look forward, with anticipation, to working consultatively with faculty, staff and our students as we move ahead. I truly believe that ‘we are all in this together’. Together we can overcome the fiscal and academic challenges which may lie ahead of us as we strive to provide citizens of New Brunswick, Canada and the world with a post‐secondary education of which we can all be proud. Page 5 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget EXECUTIVE SUMMARY
The Fredericton Campus including University‐wide Units (“Fredericton Campus”) is proposing, for the fifth consecutive year, a balanced budget for 2014‐15. The Fredericton Campus’ “Net Position before One‐Time Funds” is positive cash flow of $361.5 K. The 2014‐15 budget is balanced on a "structural" basis (i.e. ongoing revenues less ongoing expenses) but our current multi‐year outlook does not maintain that position into future years. Revenue
Fredericton Campus revenue has increased by $5.4 Million (or 3.8%) over 2013‐14. Major drivers of that increase include: 
$1.7 Million (or 1.2%) attributed to growth in the Provincial Operating Grant; 
$1.6 Million (or 1.1%) attributed to redeployment of the One‐Time Provincial Operating Grant to ongoing revenue; 
$1.1 Million (or 0.8%) attributed to tuition rate increases; 
$0.5 Million (or 0.3%) attributed to changes in both enrolment, student mix and payment patterns including: 
o
190 FTE decrease in domestic undergraduate students due to both demographic and planned program changes in the Faculty of Education and Nursing; o
149 FTE increase in international undergraduate students; o
109 FTE decrease in domestic graduate students; and, o
134 FTE increase in international graduate students. $0.5 Million (or 0.4%) attributed to growth in Other Revenues Expense
Fredericton Campus expenses have increased by $3.0 Million (or 2.1%) over 2013‐14. Without mitigation, it is estimated that the Fredericton Campus would have experienced additional expenses of at least $3.3 Million (i.e. additional growth of 2.3%) for a total growth of 4.4% over 2013‐14. Included in this $3.3 Million mitigation is $927 K of budget reductions (comprising $758 K in expense reductions and $169 K in additional revenue commitments). Two Faculties were unable to meet their ongoing budget targets due to transitions in self‐sourced revenues. These Faculties are mitigating the negative financial impact of these transitions using one‐
time funds. Major drivers of this year’s $3,045.9 K (or 2.1%) expense growth are: 
$1,752.1 K (or 57.5% of the total increase) attributed to Administrative and Development; 
$1,309.0 K (or 43.0% of the total increase) attributed to Academic and Student Support; 
$1,018.0 K (or 33.4% of the total increase) attributed to Faculties and Departmental Costs; and, Page 6 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget 
$536.8 K (or 17.6% of the total increase) attributed to Maintenance & Utilities. The above are offset by: 
$1,196.4 K (or 39.3%) decrease in Total Expenses attributed to additional recoveries of In‐Year Salary Savings; and, 
$367.0 K (or 12.0%) decrease in the budget line associated with In‐Year Priority Allocations as the majority of these funds (i.e. $300 K) have been reallocated to the ongoing budget line for Integrated Recruitment & Retention (included as part of Administrative & Development above). One‐Time Sources (Uses) of Funds The Fredericton Campus is budgeting to deploy $4,017.1 K on a one‐time basis in 2014‐15. Sources include: 
$361.5 K of positive cash flow resulting from the 2014‐15 ongoing budget; 
$3,000.0 K of one‐time non‐credit revenues from our College of Extended Learning; and, 
$655.6 K of one‐time tuition revenue should the Fredericton Campus achieve its “stretch enrolment target”. These funds shall be deployed in the following manner in 2014‐15: 
$2,161.5 K shall be determined in‐year following a consultative process to be determined prior to September 1st 2014 and led by the Vice‐President (Fredericton‐Academic); 
$1,200.0 K in one‐time transition costs related to the teach‐out of Bachelor of Nursing students at the Bathurst site; and, 
$655.6 K shall be reserved for strategic items to be determined at such time as the Fredericton Campus stretch enrolment targets have been achieved. Page 7 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget University of New Brunswick
Fredericton Campus & University‐wide Units
2014‐15 OPERATING BUDGET STATEMENT
Page 8 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Operating Budget Statement $000s ROW
COL.
A
B
C
Restated
Budget
2013-14
Current
Outlook
2014-15
D
Increase(Decrease)
Dollars
Percent
Revenue
1
2
3
4
Provincial Operating Grant
Tuition Revenue
Other Revenue
Total Revenue
$90,380.4
41,868.0
10,087.7
142,336.1
$93,627.4
43,472.3
10,628.1
147,727.7
$3,247.0
1,604.2
540.4
5,391.7
3.6%
3.8%
5.4%
3.8%
77,081.1
25,748.8
102,829.9
78,099.1
27,057.8
105,156.9
1,018.0
1,309.0
2,327.0
1.3%
5.1%
2.3%
22,942.6
16,281.0
39,223.6
24,694.7
16,817.8
41,512.4
1,752.1
536.7
2,288.8
7.6%
3.3%
5.8%
142,053.5
146,669.4
4,615.9
3.2%
Expense
5
6
7
8
9
10
Administration and Support Services
Administration and Development
Maintenance and Utilities
Sub-total
11
Total Operating Expense
12
13
14
15
16
Academic and Research
Faculties and Departmental Costs
Academic and Student Support
Sub-total
Ancillary Operations (Net)
In-Year Contingency
In-Year Salary Savings
In-Year Priority Allocations
Sub-total
1,274.5
1,500.0
(1,848.0)
1,340.3
2,266.8
144,320.3
1,268.0
1,500.0
(3,044.4)
973.3
696.9
147,366.2
3,045.9
361.5
2,345.7
17
Total Expense
18
Net Position before One-Time Funds
19
20
21
22
23
24
Sources of One-Time Funding
Operating
One-time Provincial Operating Grant
One-Time Tuition Revenue (Stretch Target)
One-time (Additional) Outreach Revenue
One-time Exceptional Retirements
One-time (Additional) Salary Savings
Sub-total
25
26
Transfers from Internally Restricted Assets
Specific Risk
Sub-total
27
28
29
30
Application of One-Time Funding
Transfers to Internally Restricted Assets
Capital
Operating
Strategic
Sub-total
31
Net Position
$0.0
$0.0
32
Net Position as a Percentage of Revenues
0.0%
0.0%
(1,984.2)
1,585.2
(6.6)
0.0
(1,196.4)
(367.0)
(1,569.9)
1,300.0
0.0
1,000.0
3,885.2
0.0
655.6
3,000.0
0.0
0.0
3,655.6
(1,585.2)
655.6
1,700.0
0.0
(1,000.0)
(229.6)
399.0
399.0
0.0
0.0
(399.0)
(399.0)
(1,500.0)
(500.0)
(300.0)
(2,300.0)
0.0
(3,361.5)
(655.6)
(4,017.1)
(0.5%)
0.0%
64.7%
(27.4%)
2.1%
1,500.0
(2,861.5)
(355.6)
(1,717.1)
$0.0
Page 9 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget OPERATING REVENUE
Overall operating revenue for the Fredericton Campus is budgeted at $147.7 Million. This represents an increase of $5.4 Million (or 3.8%) over the 2013‐14 budget. Revenue comprises the following sources: The 2014‐15 Composition of Revenues compares as follows to prior year: Relative contribution to Revenues
Fredericton Campus &
University‐wide Units
Provincial Operating Grant
Student Fee Income
Other
Total Revenue
Approved
Budget
2012‐13
64.2%
29.2%
6.6%
100.0%
Approved
Budget
2013‐14
63.5%
29.4%
7.1%
100.0%
Proposed
Budget
2014‐15
63.4%
29.4%
7.2%
100.0%
The following table illustrates the composition of budgeted revenues and provides a year‐to‐year comparison of each source: Fredericton Campus &
University‐wide Units
($000s)
Approved
Budget
2012‐13
Provincial Operating Grant $90,380.3
Student Fee Income
41,050.0
Other
9,356.6
Total Revenue
$140,786.9
Approved
Budget
2013‐14
$90,380.3
41,868.0
10,087.7
$142,336.1
Proposed
Budget
2014‐15
$93,627.4
43,472.3
10,628.1
$147,727.7
Change
in Year
Increase(Decrease)
($000s)
Percent Percent
$3,247.1
3.6%
60.2%
$1,604.2
3.8%
29.8%
$540.4
5.4%
10.0%
$5,391.7
3.8% 100.0%
Page 10 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Provincial Operating Grant Provincial Operating Grant revenue for the Fredericton Campus is budgeted at $93.6 Million This represents an increase of $1.6 Million (or 1.8%) over the 2013‐14 budget. Provincial Operating Grant revenue comprises the following sources: 2013-14
Budget
2013-14 2014-15
Actual Proposed
Budget
Increase
(Decrease) over
2013-14 Actual
Increase
(Decrease) over
2013-14 Budget
($000)
($000)
Percent
Percent
Fredericton Campus & University-wide Units
Unrestricted Operating Grants ($000s)
Flat Grant Ongoing
Enrolment-based grant
Fiscal transfer for St.Thomas University
Sub-Total
Flat Grant in lieu of tuition Increase
Sub-total before One-Time
Flat Grant One-time
Grand Total
$ 65,276.6 $ 65,305.4 $ 68,046.0
23,186.1
23,186.1
23,624.8
1,917.7
1,917.7
1,956.6
90,380.3
90,409.2
93,627.4
90,380.3
90,409.2
93,627.4
$ 2,740.6
438.7
38.9
3,218.2
3,218.2
4.2%
1.9%
2.0%
3.6%
1,585.2
1,585.2
$ 91,965.5 $ 91,994.4 $ 93,627.4
(1,585.2) (100.0%)
$ 1,633.0
1.8%
3.6%
$ 2,769.4
438.8
38.9
3,247.1
3,247.1
4.2%
1.9%
2.0%
3.6%
3.6%
(1,585.2) (100.0%)
$ 1,661.9
1.8%
The 2014‐15 budget for Provincial Operating Grant revenue reflects the following assumptions: 
In 2012‐13 the Province announced that: o
The ‘Flat Grant in lieu of tuition increase’ would be rolled into the Unrestricted Operating Grant in order to stabilize the envelope. These funds were received as expected in 2012‐13 and 2013‐14. Their full inclusion within the MPHEC’s funding formula was delayed until this year due to the 2013‐14 grant announcement (see below). o
The MPHEC payment schedule to institutions would be amended such that the government’s fiscal year (and grant announcement) was synchronized with the fiscal years of the institutions. This eliminates previous differences between the increase (decrease) announced by the Province and that actually experienced by institutions due to their different fiscal years. 
In 2013‐14, the Province announced a freeze of the operating grant pool and calculation which allocates the grant to universities. 
In 2014‐15, the Province announced a 2% increase to the operating grant. 2014‐15 and 2015‐16 are considered the final two years of a four year funding arrangement by the Province. 
In 2014‐15, the University is considering the $1,585.2 K of Flat Grant previously considered One‐
time as Ongoing for 2014‐15 and future years. Page 11 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Student Fee Income Student Fee Income for the Fredericton Campus is budgeted at $43.5 Million. This represents an increase of $1.6 Million (or 3.8%) over the 2013‐14 budget. Student Fee Income comprises the following sources: Fredericton Campus &
University-wide Units ($000s)
Approved Approved Proposed
Budget
Budget
Budget Increase (Decrease)
2012-13
2013-14
2014-15
($000s)
Percent
Undergraduate
$ 36,222.5 $ 36,715.0 $ 37,666.3 $
951.3
2.6%
Undergraduate Differential
2,892.9
3,175.6
3,852.6
676.9
21.3%
Transfer to cost recovery programs
(4,887.6)
(4,207.4)
(3,945.4)
262.0
(6.2%)
Sub-total Undergraduate
34,227.8
35,683.2
37,573.5
1,890.2
5.3%
Graduate
Graduate Differential
PhD Differential Transfer
Transfer to cost recovery programs
Sub-total Graduate
Engineering Program
Law Program
Fee Remissions
Miscellaneous Student Fees
Forfeited Fees
Sub-total Other
Total Student Fee Income
6,298.5
864.4
(473.7)
0.0
6,689.2
6,097.4
901.8
(376.6)
(568.6)
6,054.1
6,409.0
999.3
(388.5)
(1,191.6)
5,828.2
311.6
5.1%
97.5
10.8%
(12.0)
3.2%
(623.1) 109.6%
(225.9)
(3.7%)
138.8
464.1
(850.0)
305.0
75.0
133.0
138.8
461.9
(850.0)
305.0
75.0
130.8
138.8
469.8
(888.0)
260.0
90.0
70.7
0.0
0.0%
7.9
1.7%
(38.0)
4.5%
(45.0) (14.8%)
15.0
20.0%
(60.1) (46.0%)
$ 41,050.0 $ 41,868.0 $ 43,472.3 $
1,604.2
3.8%
Major drivers of this increase include: 
$951.3 K (or 2.3%) increase in overall Student Fee Income attributed to undergraduate tuition; 
$676.9 K (or 1.6%) increase attributed to international differentials related to undergraduate students1; 
$311.6 K (or 0.7%) increase attributed to graduate tuition; and, 
$262.0 K (or 0.6%) lower transfers to cost recovery programs related to undergraduate students (indicating fewer extension students and/or lower extension costs by our College of Extended Learning)2; 
$97.5 K (or 0.2%) increase attributed to international differentials related to graduate students3. 1
Due to their exclusion from the traditional funding formula of the Maritime Provinces Higher Education Commission (MPHEC) which
allocates the Enrolment-Based Provincial Operating Grant to institutions, international undergraduate students are subject to a supplementary
international (tuition) fee as outlined in the Budget Schedules.
2
Transfers to cost recovery programs represent direct allocation of tuitions on a course-by-course basis to the College of Extended Learning (or
other units). These may be offset in whole or part by additional revenue return to the Campus via Outreach Revenues or overheads.
Page 12 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget The above are offset by: 
$623.1 K (or 1.5%) decrease in net Student Fee Income attributed to greater transfers to cost recovery programs related to graduate student programs (indicating a higher mix of extension students through our College of Extended Learning)2. Stated differently, major drivers of the $1,604.2 K increase in Student Fee Income are: 
$1,130.9 K (or 2.7%) increase attributed to the proposed 3% increase in tuition rates; and, 
$473.3 K (or 1.1%) increase attributed to enrolment, more specifically a higher mix of international undergraduate, in the 2014‐15 budget. Student Fee Income: Tuition Rates The 2014‐15 budget for Student Fee Income reflects a 3% increase to undergraduate and graduate tuitions as well as to differential fees paid by international students. The Province of New Brunswick requested through its budget announcement that institutions limit tuition increases to 3%. This follows similar requests by the Province in recent years: 
In 2013‐14, (coincident with a freeze in the Provincial Operating Grant,) tuition increase was limited to $150; 
In 2012‐13, tuition increase was limited to $175; 
In 2011‐12, tuition increase was limited to $200; and, 
For 2008‐09, 2009‐10 and 2010‐11, the Province provided institutions with an ongoing operating grant in lieu of increasing tuition. Historical and additional information is provided in the Budget Schedules (Schedule C: Recommended Tuition and Related Fee Changes). Student Fee Income: Enrolment The budget and pro‐forma enrolment set by our Registrar (for undergraduate students) and School of Graduate Studies (for graduate students) takes into account the following factors: 
Historical enrolment patterns; 
Current admission conversion patterns; 
New Brunswick and regional demographic trends in high school graduations; and, 
Specific admission plans submitted by Faculties and approved by the campus Vice‐President. The budget for 2014‐15 includes the follows specific plans submitted by Faculties: 
A plan to curtail Faculty of Nursing operations at the Bathurst site, consolidate Advanced Standing Programs at the Moncton site and a further consolidation of Bachelor of Nursing students on the Fredericton Campus. These plans, along with a refocus on retaining academic 3
International graduate students are also subject to a supplementary international (tuition) fee as outlined in the Budget Schedules.
Page 13 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget quality in Moncton and Fredericton, will result in a decrease of 74 student FTE from the Faculty of Nursing in 2014‐15 and a total decrease of 302 student FTE by 2017‐18. 
A plan to curtail Bachelor of Education students on the Fredericton Campus due to a shortfall of employment opportunities within the Province. This plan will result in a decrease of 21 student FTE from the Faculty of Education in 2014‐15 and future years. The following tables detail year‐over‐year enrolment assumptions for overall and international enrolment: Year‐over‐year OVERALL enrolment (FTE)
2012‐13 2013‐14
Fredericton Campus
(FTE)
Fall
Fall
2014‐15
Winter The 2014‐15 budget for OVERALL enrolment assumes: Fall Retention
 Reflection of our latest actual enrolment as shown by ; Undergraduate
Budget
6,000
Actual
6,009
Inc (Dec) over Budget 9
Actual as % of Budget
0.1%
5,974
6,049
75
1.3%
5,933
N/A
Graduate
Budget
Actual
Inc (Dec) over Budget
Actual as % of Budget
1,118
1,101
(17)
(1.5%)
1,143
N/A
Overall
Budget
Actual
Inc (Dec) over Budget
Actual as % of Budget
1,200
1,150
(50)
(4.1%)
95.1%
N/A
93.5%
N/A
 41 FTE decrease in undergraduate enrolments as compared to the 2013‐14 Fall budget (and 116 FTE decrease as compared to 2013 Fall actuals);  25 FTE increase in graduate enrolments as compared to the 2013‐14 Fall budget (and 42 FTE increase as compared to 2013 Fall actuals); and,  No significant change in budgeted Fall to Winter retention rates.  Not all students pay full tuition fees; 100 undergraduate FTE 7,200
7,159
(41)
(0.6%)
7,092
7,151
59
0.8%
7,076
N/A
94.8%
N/A
(or 1.7%) are budgeted to register but not contribute full tuition fees e.g. CO‐OP, visiting, exchange etc. Year‐over‐year INTERNATIONAL enrolment (FTE)
The 2014‐15 budget for INTERNATIONAL enrolment assumes:  Reflection of our latest actual enrolment as shown by ;  149 FTE increase in undergraduate international enrolments as compared to the 2013‐14 Fall budget (and 5 FTE decrease as compared to 2013 Fall actuals);  134 FTE increase in graduate international enrolments as compared to the 2013‐14 Fall budget (and 3 FTE increase as compared to 2013 Fall actuals); and,  No significant change in budgeted Fall to Winter retention rates.  Not all students pay full international differentials; 111 undergraduate FTE (or 19.3%) and 130 graduate FTE (or 34%) are budgeted to register but not contribute full international differentials e.g. PhD Scholarships (effectively, waivers), visiting, exchange, maximum fees previously applied. 2012‐13 2013‐14
Fredericton Campus
(FTE)
Fall
Fall
2014‐15
Winter
Fall Retention
Undergraduate
Budget
392
Actual
530
Inc (Dec) over Budget 138
Actual as % of Budget 35.2%
427
581
154
36.1%
576
N/A
95.8%
N/A
Graduate
Budget
240
Actual
376
Inc (Dec) over Budget 136
Actual as % of Budget 56.8%
250
381
131
52.4%
384
N/A
96.8%
N/A
Overall
Budget
632
Actual
906
Inc (Dec) over Budget 274
Actual as % of Budget 43.4%
677
962
285
42.1%
960
N/A
96.2%
N/A
Page 14 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget This budget and pro‐forma enrolment figures do not account for the unknown impact of recruitment and/or retention initiatives which are underway or planned by the campus Vice‐President. In order to move closer to the goals set by the Strategic Plan, but recognizing the realities presented by current demographics, competitive position and specific Faculty plans, each Campus developed a “Stretch Enrolment Target” to reflect the potential impact of current recruitment and retention initiatives. These plans include work on the Fredericton Campus to enhance the first year and overall student experience. For the Fredericton Campus, this target reflects the addition of 108 FTE in 2014‐15 and serves to stabilize enrolment declines otherwise expected. The revenue impact of this stretch enrolment is budgeted as one‐time in nature. Spending of any revenue resulting from achievement of stretch enrolment targets will only occur once realized. These one‐time potential revenues and expenses are shown as One‐Time Sources (Uses) at the bottom of the Operating Budget Statement (see page 9). The following provides detail with regard to:  Actual enrolment to 2013‐14 (2013/FA);  Budgeted enrolment for 2014‐15 based on information from the Registrar and School of Graduate Studies;  Stretch enrolment assumptions by the campus Vice‐President; and,  Notional targets set for strategic planning purposes. Page 15 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Other Revenue Other Revenue for the Fredericton Campus is budgeted at $10.6 Million. This represents an increase of $0.5 Million (or 5.4%) over the 2013‐14 budget. Other Revenue comprises the following sources: Fredericton Campus &
University‐wide Units ($000s)
Indirect Costs of Research
Short‐term Investment Income
Management Fees & Campus Overhead
Contribution from Saint John Campus
Contract Overhead (Net of distributions)
Contribution from (to) Capital, Net
Parking Fees and Fines
Application Fees
Outreach and Extension
Mandatory Student Fees
All Other
Total Other Revenue
Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
$3,297.0
725.0
852.3
1,019.0
449.9
266.0
537.9
335.0
791.1
1,083.4
‐
$9,356.6
$3,298.3
1,325.0
787.6
1,274.0
449.9
266.0
551.9
335.0
825.5
974.5
‐
$10,087.7
$3,237.5
1,325.0
870.6
1,359.0
400.0
265.0
606.6
335.0
925.0
1,105.3
199.0
$10,628.1
Increase (Decrease)
($000s)
Percent
(60.8)
(1.8%)
0.0
0.0%
83.0
10.5%
85.0
6.7%
(49.9) (11.1%)
(1.0)
(0.4%)
54.7
9.9%
0.0
0.0%
99.5
12.1%
130.8
13.4%
199.0
$540.4
5.4%
Major drivers of this increase include: 
$130.8 K (or 1.3%) increase to Other Revenue attributed to the reflection of St. Thomas University’s contributions to our Student Health Centre; 
$99.5 K (or 1.0%) increase attributed to Outreach and Extension activities at our College of Extended Learning; 
$85.0 K (or 0.8%) increase attributed to increased contributions from the Saint John Campus related to the stabilization of funding for Donor and Development Relations; 
$83.0 K (or 0.8%) increase attributed to increased parking fee and fine revenue; and, 
$199.0 K (or 2.0%) increase attributed to overhead on non‐research (but restricted) provincial funding, short term space leases for Fredericton Campus facilities and late payment fees. Other Revenue flows to the central budget of the Fredericton Campus and becomes available to offset all other expenses. In addition to these centrally budgeted amounts, Faculties, support departments and certain University‐wide units generate $20.9 Million of revenues and/or cost recoveries which directly offset expenditure within their own budgets. Page 16 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget EXPENSES
Total Expenses (including Operating Expenses, Ancillary Operations, In‐Year Contingency, In‐Year Salary Savings and In‐Year Priority Allocations) for the Fredericton Campus are budgeted at $147.4 Million. This represents an increase of $3.0 Million (or 2.1%) over the 2013‐14 budget. This rate of growth in Expense compares to 1.9% in the prior year. The following table provides a year‐to‐year comparison of each major category: 2013‐14
Approved
Budget
(Restated)
2014‐15
Proposed
Budget
Faculties and Departmental Costs
$74,752.4
Academic and Student Support
25,322.3
Administration and Development 22,155.9
Maintenance and Utilities
16,678.9
Total Operating Expenses
138,909.4
$77,081.1
25,748.8
22,942.6
16,281.0
142,053.5
$78,099.1
27,057.8
24,694.7
16,817.8
146,669.4
$1,018.0
1,309.0
1,752.1
536.8
4,615.9
Ancillary Operations (Net)
In‐Year Contingency
In‐Year Salary Savings
In‐Year Priority Allocations
Total Expenses
1,274.5
1,500.0
(1,848.0)
1,340.3
$144,320.3
1,268.0
1,500.0
(3,044.4)
973.3
$147,366.3
(6.5)
‐
(1,196.4)
(367.0)
$3,046.0
Fredericton Campus &
University‐wide Units (000s)
2012‐13
Approved
Budget
(Restated)
1,266.8
1,500.0
(1,000.0)
973.3
$141,649.5
Increase (Decrease)
($000s)
Percent
1.3%
5.1%
7.6%
3.3%
3.2%
(0.5%)
0.0%
64.7%
(27.4%)
2.1%
Without mitigation, it is estimated that the Fredericton Campus would have had an additional $3.3 Million of ongoing expenses. Including these, Total Expenses of the Fredericton Campus would have increased by $6.3 Million (or 4.4%) over the 2013‐14 budget. Operating Expenses Operating Expenses of the Fredericton Campus are budgeted at $146.7 Million. This represents an increase of $4.6 Million (or 3.2%) over the 2013‐14 budget. This rate of growth compares to 2.3% in the prior year. Operating Expenses are comprised of the following major categories: The 2014‐15 Composition of Operating Expenses compares as follows to prior years: Fredericton Campus & University‐
wide Units
Faculties and Departmental Costs
Academic and Student Support
Administration and Development
Maintenance and Utilities
Total Operating Expenses
Approved Approved Proposed
Budget
Budget
Budget
2012‐13 2013‐14 2014‐15
53.8%
54.3%
53.2%
18.2%
18.1%
18.4%
15.9%
16.2%
16.8%
12.0%
11.5%
11.5%
100.0%
100.0%
100.0%
Page 17 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Faculties and Departmental Costs Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
Budget ($000s)
$ 74,752.4
$ 77,081.1
$ 78,099.1
Change from Prior Year ($000s)
Change from Prior Year (%)
$
Faculties and Departmental Costs
Budget and Change from Prior Year
978.71 $ 2,328.69 $ 1,018.00
1.3%
3.1%
1.3%
Faculties and Departmental Costs for the Fredericton Campus are budgeted at $78.1 Million. This represents an increase of $1.0 Million (or 1.3%) over the 2013‐14 budget. This compares to a 3.1% increase in the prior year. This category of expense includes funding for teaching and non‐sponsored research activities on the Fredericton Campus, including the salaries and benefits for faculty and support staff as well as day‐to‐
day operating costs (i.e. “non‐salary” expenses). It is important to note that only 6.4% of costs within this category are non‐salary in nature. Major drivers of the $1,018 K (or 1.3%) increase in the Faculties and Departmental Costs category are: 
$2,486 K (or 3.2%) increase attributed to general inflationary growth largely attributable to salary for faculty and staff; 
$479 K (or 0.6%) increase attributed to additional planned investment in faculty salary; 
$358 K (or 0.5%) increase attributed to fringe benefits costs related to the conversion of the provincially administered Public Service Superannuation Plan related to staff to a shared risk plan; 
$271 K (or 0.3%) increase attributed to temporary bridging positions related to the Faculty of Arts, Business Administration and Science; and, 
$43 K (or 0.1%) increase attributed to general inflationary growth attributable to non‐salary. The above are offset by: 
$1,065 K (or 1.4%) decrease attributed to fringe benefits costs related to the conversion of the pension plan related to faculty to a shared risk plan; 
$837 K (or 1.1%) decrease attributed to turnover savings4; 
$318 K (or 0.4%) decrease attributed to lower bridging and transition costs due to lower than expected vacancies (retirement and resignations) within Faculties; 
$161 K (or 0.2%) reduction in discretionary funds of the President; 
$122 K (or 0.2%) reduction in discretionary funds of the Vice‐President (Fredericton‐Academic); and, 
$43 K (or 0.1%) in non‐salary increase foregone by Faculties and their departments. 4
Turnover saving is the difference between the salary on departure of a faculty member (due to retirement or resignation) and the salary of a new
faculty appointment. The salary of a departing faculty member is assumed to be at a higher rank and rate of pay than a new faculty appointment,
which is assumed to be at the Assistant Professor floor plus two (Progress Through Rank) steps as well as any applicable market differential (i.e.
“complement replacement value”).
Page 18 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Without the mitigation of the above ongoing cost reductions, this category would have increased by $3,564 K (or 4.6%) over the 2013‐14 budget. At the date of this report, $1,016 K in vacant faculty positions5 have been identified for the 2014‐15 budget. The Vice‐President will strategically deploy these ongoing funds and/or positions to Faculties once consultation with Deans is complete. Budgeted full‐time faculty complement has increased by 7.8 FTE as compared to 2013‐14. This increase is primarily driven by the addition of soft‐money faculty positions (e.g. CISCO Chair, CRC, VAUGN Chair), term positions funded by the Vice‐President (Fredericton) in support of strategic bridging and backfills as well as the conversion of staff or part‐time funding pools into continuing faculty. Though Faculty‐specific budget reductions were not assigned in 2014‐15, two Faculties were unable to meet their ongoing budget targets. The Faculties of Business Administration and Nursing are experiencing transitions with regard to their self‐sourced revenues6. These transitions are expected to resolve over the next two to three years and financial mitigation (i.e. one‐time funds) is being used while their programs stabilize. Faculties and their departments include cost recoveries of $2.6 Million related to continuing academic positions that are financed from external sources such as Canada Research Chairs, endowed or other research chairs. In addition, there are $0.6 Million of non‐academic positions recoverable in a similar manner. These budgets also include an additional $7.6 Million of revenue or recovery related to programs within the Faculties. All costs related to such cost recoveries or revenues are recorded, with revenues, within the Faculty. Academic and Student Support Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
Budget ($000s)
$ 25,322.3
$ 25,748.8
$ 27,057.8
Change from Prior Year ($000s)
Change from Prior Year (%)
$ 1,160.38 $
4.8%
Academic and Student Support
Budget and Change from Prior Year
426.52 $ 1,309.00
1.7%
5.1%
Academic and Student Support for the Fredericton Campus is budgeted at $27.0 Million. This represents an increase of $1.3 Million (or 5.1%) over the 2013‐
14 budget. This rate of growth compares to a 1.7% increase in the prior year. This category of expense includes operating budget contributions towards direct funding to students e.g. graduate research assistantships (GRA), graduate teaching assistantships (GTA), and undergraduate scholarships; services to students such as Intercollegiate Athletics and URec; as well as costs associated with offices oriented toward academic and student support like the Vice‐President (Research), Associate Vice‐President Academic (Learning Environment), Centre for Enhanced Teaching and Learning, Student Affairs & Services and libraries on the Fredericton Campus. In the 2014‐15 budget, direct funding to students makes up $7.5 Million (or 29.3%) of this category of expenses. 5
Relates to 2 faculty positions arising immediately following the completion of the 2013-14 budget process and 11 faculty positions reported by
Faculties since that time.
6
Offshore programs in the case of Business Administration and the Provincial agreement for new Bachelor of Nursing seats in the case of
Nursing.
Page 19 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Major drivers of the $1,309 K (or 5.1%) increase in Academic and Student Support are: 
$606 K (or 2.4%) increase attributed to general inflationary growth largely attributable to salary for faculty and staff; 
$462 K (or 1.8%) increase attributed to fringe benefits costs related to the conversion of the provincially administered Public Service Superannuation Plan related to staff to a shared risk plan; 
$242 K (or 0.9%) increase attributed to inflationary growth attributable to non‐salary in scholarships, graduate research assistantships, library acquisitions as well as general non‐salary items; 
$84 K (or 0.5%) increase earmarked for the stabilization and/or investment of activities within this category of expenses; 
$60 K (or 0.2%) increase attributed to the stabilization and/or expansion of activity in counselling services under Student Affairs and Services; 
$45 K (or 0.2%) increase attributed to the stabilization and/or expansion of academic advising under the Associate Vice‐President (Learning Environment); and 
$15 K (or 0.1%) increase attributed to the adoption of electronic medical record keeping at the student health centre under Student Affairs and Services. The above are offset by: 
$140 K (or 0.5%) budget reduction by units within this category; 
$75 K (or 0.3%) decrease in discretionary funding available to the Vice‐President (Research); and, 
$36 K (or 0.1%) in non‐salary increase foregone by units within this category. Without the mitigation of the above ongoing cost reductions, this category would have increased by $1,560 K (or 6.0%) over the 2013‐14 budget. Page 20 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Administration and Development Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
Budget ($000s)
$ 22,155.9
$ 22,942.6
$ 24,694.7
Change from Prior Year ($000s)
Change from Prior Year (%)
$ 1,086.98 $
5.2%
Administrative and Development
Budget and Change from Prior Year
786.72 $ 1,752.10
3.6%
7.6%
Administration and Development for the Fredericton Campus is budgeted at $24.7 Million. This represents an increase of $1.8 Million (or 7.6%) over the 2013‐14 budget. This compares to a 3.6% increase in the prior year. This category of expenses includes costs of various administrative and support activities on the Fredericton Campus, as well as units with a university‐wide mandate, such as the Offices of the President7, the Vice‐President (Advancement)8, Vice‐President (Finance & Corporate Services)9, Vice‐
President (Fredericton‐Academic)10, Assistant Vice‐President Fredericton (Academic), Associate Vice‐
President (Capital Planning & Property Development), Assistant Vice‐President (Trust & Treasury), Information Technology Services and University Comptroller. Major drivers of the $1,752 K (or 7.6%) increase in Administration and Development growth include: 
$659 K (or 2.9%) increase attributed to general inflationary growth largely attributable to salary for staff; 
$458 K (or 2.0%) increase attributed to fringe benefits costs related to the conversion of the provincially administered Public Service Superannuation Plan related to staff to a shared risk plan; 
$300 K (or 1.3%) increase attributed to the stabilization of ongoing funding for Integrated Recruitment & Retention reporting to the Vice‐President (Fredericton‐Academic) through the redeployment of funds from existing In‐Year Priority Allocations; 
$250 K increase (or 1.1%) attributed to the stabilization of ongoing funding for fundraising activities performed by Development and Donor Relations reporting to the Vice‐President (Advancement); 
$130 K (or 0.6%) increase attributed to the stabilization of ongoing funding for legal costs managed by the Vice‐President (Finance & Corporate Services); 
$100 K increase (or 0.4%) attributed to the stabilization of ongoing funding for project management performed by the President’s Office; 
$87 K (or 0.4%) increase attributed to inflationary growth attributable to non‐salary; 7
8
The President budget portfolio includes Government Relations, Human Rights, and the University Secretariat as well as the President’s office.
The Vice-President (Advancement) budget portfolio includes Alumni, Development & Donor Relations and Communications & Marketing as
well as the Vice-President’s office.
The Vice-President (Finance and Corporate Services) budget portfolio includes Human Resources and Organizational Development as well as
the Vice-President’s office.
10
The Vice-President (Fredericton-Academic) budget portfolio includes UFirst: Integrated Recruitment & Retention, Registrar, Resource
Planning & Budgeting Team, and Security & Traffic as well as the Vice-President’s office.
9
Page 21 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget 
$34 K (or 0.2%) increase attributed to the stabilization of ongoing funding related to existing university grants and memberships; 
$20 K (or 0.1%) increase attributed to a request by the Board of Governors for ongoing board education performed by the President’s Office; 
$16 K (or 0.1%) increase attributed to stabilization of ongoing funding related to Encaenia and Convocation funded by the Vice‐President (Fredericton‐Academic); and, 
$10 K increase attributed to stabilization of ongoing funding related to records management performed by the University Secretariat reporting to the President’s Office. The above are offset by: 
$152 K (or 0.7%) decrease as a result of Administration and Development units being required to reduce costs through targeted budget reductions. 
$87 K (or 0.4%) decrease as a result of Administration and Development units being required to absorb non‐salary inflation within existing operating budgets; and, 
$73 K (or 0.3%) reduction in one‐time discretionary funds of the President and Vice‐President (Fredericton‐Academic). While not included in this category, Administration and Development units have committed to the generation of ongoing revenues to offset an additional $170 K (or 0.7%) of costs. Without the mitigation of the above revenue/cost reductions, this category would have increased by 2,064 K (or 9.0%) over the 2013‐14 budget. Maintenance and Utilities Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
Budget ($000s)
$ 16,678.9
$ 16,281.0
$ 16,817.8
Change from Prior Year ($000s)
Change from Prior Year (%)
$
Maintenance and Utilities
Budget and Change from Prior Year
(137.82) $
(0.8%)
(397.88) $
(2.4%)
536.80
3.3%
Maintenance and Utilities for the Fredericton Campus are budgeted at $16.8 Million. This represents an increase of $0.5 Million (or 3.3%) over the 2013‐
14 budget. This rate of growth compares to a decrease of 2.4% in the prior year. Maintenance and Utilities are subject to the normal increases related to human resources as well as being particularly sensitive to non‐salary inflationary pressures. The majority of this category of expenses is allocated to Buildings & Grounds (i.e. operational maintenance and cleaning). These costs represent 47% of all costs in Maintenance and Utilities. Another major category within this budget is Utilities, i.e. the costs of heat, electricity, water, cleaning and operational maintenance for all academic, research and support facilities on the Fredericton Campus. It represents 38% of all costs within this category of expenses. While this category of expenses is generally subject to the same pressures on human resource and non‐salary inflation, it is particularly sensitive to fluctuations in weather, as well as the volatility of fuel prices. While the Fredericton Campus Page 22 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget relies on a variety of fuels11, our current fuel mix relies heavily on natural gas. Each 1% increase in natural gas rates (per GigaJoule) has a $43,000 potential impact shared between the University and its external partners12. The final category of expenses within this budget is a provision for fringe benefits, salary increase, fuel price variance and debt service on construction. These costs represent 15% of all costs in Maintenance and Utilities. Major drivers of this year’s $537 K (or 3.2%) increase include: 
$214 K increase (or 40%) attributed to Utilities; 
$126 K increase (or 23%) attributed to Buildings & Grounds; 
$171 K increase (or 32%) attributed to fringe benefits costs related to the conversion of the provincially administered Public Service Superannuation Plan related to staff to a shared risk plan; 
$114 K (or 21%) increase attributed to general inflationary growth largely attributable to salary for staff; and, 
$86 K increase (or 16%) attributed to inflationary growth attributable to non‐salary in scholarships, graduate research assistantships, library acquisitions as well as general non‐salary items. These above are offset by: 
$100 K (or 19%) decrease attributed to the release of contingency provisions related to fuel price variances now considered part of the In‐year Contingency provision carried by the Fredericton Campus and University‐wide units; 
$86 K (or 16%) decrease as a result of Maintenance & Utilities units being required to absorb non‐salary inflation within existing operating budgets; and, 
$7 K decrease as a result of Maintenance & Utilities being required to reduce costs through targeted budget reductions. Without the mitigation of the above cost reductions, this category would have increased by $730 K (or 4.5%) over the 2013‐14 budget. In‐Year Contingency A contingency of $1.5 Million has been included in the 2014‐15 budget in order to mitigate the negative financial impact of unforeseen in‐year revenue shortfalls or over‐expenditures. 11
The 2014-15 budget assumes 68% of steam production will be fueled by natural gas, 31% by wood and 1% by No. 6 Oil. This represents an
increase in natural gas reliance (from 45% to 68%) of 23%.
12
The 2014-15 budget assumes 44% of consumption is allocated to university academic and administrative buildings and 56% to external and
ancillary customers.
Page 23 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget In‐Year Salary Savings During the last three fiscal years13, Fredericton Campus & University‐wide Units have surrendered an average of $4.5 Million of In‐Year Salary Savings to the University. These salary savings are attributed to the deferral of appointments, unforeseen retirements, resignations or other forms of vacancy/reduced work load. It is estimated that an average of $1.2 Million (or 26%) of these salary savings were returned to units for strategic backfill. Accordingly, year‐end results for the Fredericton Campus yielded over $3.0 Million of In‐Year Salary Savings during these years. After restatement, the 2013‐14 budget assumed $1.8 Million of ongoing salary savings (net of return to units) and $1.0 Million of one‐time salary savings (also net of return to units) for a total of $3.0 Million. The Fredericton Campus is on track to achieve this target for 2013‐14. The 2014‐15 budget assumes an ongoing In‐Year Salary Savings target of $3.0 Million. This represents an increase of $1.2 Million in the ongoing resources of the Fredericton Campus. To achieve this target, the 2014‐15 budget further assumes that: 
The level of actual In‐Year Salary Savings will remain consistent with prior year’s levels (at $4.5 Million); 
33% of each dollar of salary savings will be returned de facto to units for strategic backfill; and, 
Units will be permitted, within reasonable limitations, to carry forward these salary savings as they would non‐salary savings so that they may be permitted to better plan and manage the multi‐term and multi‐year work requirements caused by the deferral of appointments, unforeseen retirements, resignations or other forms of vacancy/reduced work load. Policies related to carry forward will be amended accordingly over the coming months. In‐Year Priority Allocations In‐Year Priority Allocations were increased by $367 K (from $973 K to $1,340 K) in 2012‐13 to encourage recruitment and retention activities. In order to stabilize recruitment and retention activities at this higher level, funding from In‐Year Priority Allocations (which is traditionally awarded on a one‐time/year‐to‐year basis) is being redeployed on an ongoing basis to support recruitment and retention activities, most notably at UFirst: Integrated Recruitment & Retention. 13
Including the 2013-14 fiscal year.
Page 24 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget SOURCES (USES) OF ONE‐TIME FUNDING
The 2014‐15 budget assumes $3,655.6 K of One‐Time Funding. Major drivers of this amount are: 
$655.6 K in One‐Time Tuition Revenue (related to Stretch Enrolment Target) as outlined in the discussion of Student Fee Income (see page 15); and, 
$3,000.0 K in One‐Time Outreach Revenue associated with non‐credit programs at our College of Extended Learning. These funds, as well as the Fredericton Campus $361.5 K of funding “before One‐Time Funds”, shall be deployed in the following manner in 2014‐15: 
$1,200.0 K in one‐time transition costs related to the teach‐out14 of Bachelor of Nursing students at the Bathurst site; 
$655.6 K shall be reserved for strategic items to be determined at such time as the Fredericton Campus stretch enrolment targets have been achieved; and, 
$2,161.5 K shall be determined in‐year following a consultative process to be determined prior to September 1st 2014 and led by the Vice‐President (Fredericton‐Academic). 14
Ongoing budgets previously associated with the Bathurst site shall be deployed in the 2014-15 budget to the Moncton site and Fredericton
Campus in order to stabilize the academic quality in both those geographic areas. In order to maintain the Bachelor of Nursing program in the
Bathurst site during the remaining three years, as current students are “taught out” to graduation from that site, one-time funds will be required in
the interim.
Page 25 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget 2014‐15 ANCILLARY OPERATIONS
Certain operations of the Fredericton Campus are accounted for as business units having separate budgets as well as profit/loss statements. The following table details the net costs (contributions) from Ancillary Operations on the Fredericton Campus: Fredericton Campus & University‐wide Units
($000s)
Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15 Increase (Decrease)
Dollars Percent
Residential Life, Campus and Conference Services
Aitken University Centre
BMO Turf Field and Dome
Wu Conference Centre
Bookstore
Total Operating Expenses
$900.0
586.4
(30.0)
(22.5)
(167.1)
$1,266.8
$888.5
552.6
(22.1)
(4.4)
(140.0)
$1,274.5
$878.8
552.6
(22.1)
(4.3)
(137.0)
$1,268.0
$ (9.7)
(0.0)
(0.0)
0.2
2.9
$ (6.6)
(1.1%)
(0.0%)
0.0%
(3.5%)
(2.1%)
(0.5%)
Ancillary units are expected to either remain self‐sustaining or generate a small contribution towards the Fredericton Campus. This budget package contains a separate section for each Ancillary Operation describing their specific features and issues. Ancillary units are not eligible for any provincial government funding related to infrastructure renewal. Certain ancillary units were eligible for federal programs, such as the University Deferred Maintenance Program. While the Wu Conference Centre, alone among our Ancillary Operations, has a small endowment to assist it with such matters our other Ancillaries do not have adequate funds to address renewal requirements. The following pages provide a brief profile of the context, debt and challenges of each non‐residence ancillary operation. An extensive review of the Residence Budget and related asset profile has also been included in this package. Page 26 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Non‐Residence Ancillary Asset Profile Facility Name
Aitken University Centre (AUC) BMO Turf Field/Dome & Clubhouse Wu Centre Bank/Bookstore building Assignable
Area (SF)
FCI15
Age
Type
Multi‐use ice arena 41,206 0.18 38 (3500 seats) Multi‐use sports field and seasonal 136X80 yard ‐ 4 (inflatable) dome 19,645 13,793 0.22 0.29 22 51 Multi‐use conference centre (11 rentable‐
room) Provision of services to students Capacity
6200 person capacity including floor 48 person change‐
room 550 person capacity Not applicable Last Major
Improvement to
Facility
2009‐ Roof and ice floor refurbishment 2011‐ Clubhouse with change rooms completed 2013 (Continuing) –
Addition of ITS Secondary Data Centre. 2014‐ New windows (upper level). Aitken University Centre (AUC) Context
The AUC has consistently had a higher level of operating expenses than can be met by its revenue‐
generating potential. This is typical for ice arenas across North America. Debt
Not Applicable. Challenge
From May through August, it is more expensive to make ice, because of the higher differential between ambient temperature and freezing; and, it is less necessary to make ice. While the AUC is mandated to serve Varsity Reds for games and practices and to provide recreational skating for students at UNB, there are far fewer students on campus during the Summer. University Recreation Services (URec) does not purchase ice‐time during this period. However, the VReds do purchase ice‐time during the Summer, at historically determined low prices. Update
In 2013‐14, the Fredericton Campus redeployed the AUC from Residential Life, Campus and Conference Services to the Faculty of Kinesiology’s Facility Operations in order to maximize revenue earnings potential throughout the year and gain synergies by employing the same facilities management and business operations processes which have been put in place for the Sir Max Aitken Pool, Richard J. Currie Center, South Gym, College Field and now, the BMO Turf Field/Dome and Clubhouse. While current expenses continue to outpace revenues, the Faculty of Kinesiology has made significant progress in reducing the net operating loss associated with the AUC in 2013‐14. 15
FCI is the Facilities Condition Index. An FCI of 0.10 is considered ‘poor’. It is calculated as: Amount of Deferred Maintenance / Current Replacement Value however FCI reflects not only the current deferred maintenance, but the deferred maintenance expected for the next five years as calculated by VFA Inc in accordance with the Association of Atlantic Universities protocols. The range presented reflects a discounting of the VFA Inc figure estimating the impact of the five year additional deferred maintenance.
Page 27 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget BMO Turf Field/Dome and Clubhouse Context
This facility presently comprises the (BMO) Turf field itself, two small storage buildings for equipment, a clubhouse with change rooms, washrooms, and a reception area which doubles as an entrance/air lock to the seasonal portion of the facility, an inflatable dome. From late‐November to late‐April each year, approximately one‐half of the turf field is covered by a dome, allowing off‐season practice for a range of field sports, from soccer to golf. Construction of the Bank of Montreal (BMO) Turf Field/Dome was completed in 2008. The Clubhouse was completed in 2011. The business case, submitted by the Faculty of Kinesiology’s Intercollegiate Athletics and Campus Recreation (now URec), included both internal and external revenues (largely attributable to the rental of Winter hours in the inflatable dome) as well as debt service (and other operating) costs over its useful life of 15 years. The business case was based on the information available at the time and included key assumptions about the cost to complete the facility, market factors like the lack of similar facilities existing/planned in the region and the University’s ability to sell non‐prime‐time Winter hours in the inflatable dome. Due to higher construction costs (resulting in higher debt service) and the construction of competing facilities during recent years, the Turf Field/Dome and Clubhouse was expecting to incur operating deficits for its entire useful life. This being the case, University management opted to contribute additional funding in 2012‐13 to both complete the Clubhouse and write‐down internally‐financed debt. This investment in the facility allowed the business case to reflect current conditions and allows the BMO Turf Field/Dome and Clubhouse to strive for small surpluses during the remainder of its useful life. Debt
Not applicable as of January 2012. Challenges
After opening, the developing need for similar artificial turf space in the Fredericton area sparked the City of Fredericton to initiate two similar facilities (though without seasonal domes). In addition, the market for non‐prime Winter hours within the seasonal dome appears to have been significantly over‐estimated in the original business case. Based on research of the time, the University assumed that an external partner could successfully market the inflatable dome for Winter golf practice/lessons i.e. driving range. Attempts, both internal and external, have been unsuccessful in accomplishing this portion of the business case. In 2007, the City entered into a five year agreement with UNB to purchase 1,500 hours of Summer turf field time at $60 per hour, totaling $90K in revenue per year. In 2012, the City significantly reduced its commitment with regard to Summer turf field time given access to its own recently constructed facilities. Page 28 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget The lack of medium to long term commitments for both Winter and Summer turf field time is a challenge in planning financial sustainability. Update
In 2013‐14, in a manner similar to the AUC, the Fredericton Campus redeployed the Turf Field and related facilities from Residential Life, Campus and Conference Services to the Faculty of Kinesiology’s Facility Operations in order to maximize revenue earnings potential throughout the year and gain synergies. Wu Centre Context
The Wu Centre is unique among ancillaries on the Fredericton Campus in that it enjoys an endowment fund making provision for ongoing renewal. Specifically, $410K is currently available in the Wu Centre’s endowment fund for upgrades and renewals to the facility. Access to these monies is by application from the Wu Centre to the Vice‐President (Finance & Corporate Services). Debt
Not applicable. Challenges
The Conference Centre in downtown Fredericton, opened in January 2011, represents a challenge to Wu Centre revenues. The Wu Centre’s current ability to offer dedicated and free parking to its clients remains an important feature of its operation, and Fredericton Campus Security & Traffic personnel have cooperated with the Wu Centre manager in a new system to identify Wu Centre client parking. It is working well to preserve that advantage. Another challenge for the Wu Centre is the fact that 40% of its business has traditionally been government‐related: due to ongoing budget constraints, local and provincial government and their agencies have been forced to reduce their expenditures on conferences, retreats and the kinds of facilities and services represented by the Wu Centre. Bank/Bookstore Building Context
Revenues reflect two streams, principally the “rent” paid by our external partner for Bookstore operations, Follett, and returns from the UNB‐operated Computer Centre, housed in the Bookstore. Follett‐based revenues represent a percentage of bookstore sales (6% of Gross Revenues) and are secured in a contract with Follett which extends to September 2014. Debt
Not applicable. Page 29 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Budget Challenges
Beyond 2014, the net return to UNB of approximately $200K is at some risk in that Follett was the only respondent to UNB’s 2009 RFP for bookstore services and the rental of the bookstore space is a function of “hard copy” bookstore business—which is currently experiencing fundamental change. Follett’s business practices have been responsive to that change in that it does offer, as alternatives and in addition to new texts, a digital rights program, through its “CafeScribe” software, as well as text “rental” and used book buy‐back and resale. That said, the growing prevalence of digital download and digital readers puts the future of physical stores selling books as physical objects (i.e. the bulk of the business which brings Follett to UNB to operate our bookstore), in reasonable doubt. The projections for 2014 and beyond assume that Follett, or some other outsource partner, will be interested in contracting with UNB to conduct a bookstore operation. Page 30 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget University of New Brunswick
Fredericton Campus & University‐wide Units
2014‐15 RESIDENCE BUDGET
Page 31 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget Residence Budget Statement Row
COL.
A
2012‐13
Approved
Budget
B
2013‐14
Approved
Budget
C
2014‐15
Proposed
Budget
$ 10,431.8
884.9
705.0
115.0
55.0
80.0
30.0
57.0
36.1
105.0
40.0
54.2
‐
45.0
10.0
40.0
11.5
(412.6)
12,288.0
$ 10,530.3
893.2
705.0
115.0
110.0
80.0
50.0
57.0
50.2
40.0
70.0
45.8
‐
35.0
10.0
30.0
11.0
(425.0)
12,407.7
$ 10,736.4
885.8
765.0
150.0
110.0
80.0
60.0
53.0
50.2
48.5
45.0
40.7
35.0
32.0
20.0
10.0
7.0
(433.5)
12,695.2
$ 206.1
(7.4)
60.0
35.0
‐
‐
10.0
(4.0)
‐
8.5
(25.0)
(5.1)
35.0
(3.0)
10.0
(20.0)
(4.0)
(8.5)
287.6
2.0%
(0.8%)
8.5%
30.4%
0.0%
0.0%
20.0%
(7.0%)
0.0%
21.3%
(35.7%)
(11.2%)
1,344.7
‐
‐
26.0
246.9
52.2
275.1
1,944.8
1,393.5
‐
27.7
26.0
245.5
52.2
302.5
2,047.3
1,354.7
73.0
28.1
32.0
239.6
58.2
308.5
2,094.0
(38.8)
73.0
0.4
6.0
(5.9)
6.0
6.0
46.8
(2.8%)
944.1
916.5
367.7
53.3
42.6
20.0
‐
4.1
(1.3)
(5.0)
(25.0)
1,250.1
4,599.8
8,166.8
961.0
913.0
338.7
55.0
45.5
25.0
‐
3.7
‐
(3.5)
(63.8)
1,234.6
4,600.2
8,109.3
925.7
716.6
462.3
65.9
48.3
34.0
32.0
6.0
‐
(2.5)
(65.4)
1,347.0
4,585.9
8,155.7
(35.3)
(196.4)
123.7
10.9
2.8
9.0
32.0
2.3
‐
1.0
(1.7)
112.4
(14.3)
46.3
(28.6%)
2.6%
9.1%
(0.3%)
0.6%
10,111.6
10,156.6
10,249.7
93.1
0.9%
2,176.4
2,251.1
2,445.6
194.5
8.6%
Debt Service
2,211.7
Contribution for Regular Capital Renewal
863.0
Contribution to Provision for Major Capital Renewal ‐
1,659.6
863.0
596.9
903.3
1,053.0
1,353.2
(756.3)
190.0
756.3
(45.6%)
22.0%
126.7%
$
$
$
Residential Life and Conference Services ($000s)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
Residence Room & Board
Magee House Rent
Food Service Revenue
Youth/Sport Camp Revenue
Tourist Hotel Revenue
Spring/Summer Rental Revenue
Room rental revenue
Coin Laundry Revenue
Miscellaneous Leases
Group Accomodation Revenue
Summer Suite Style Revenue
Vending Machines
Food Service Rebate
Apartment Rental
Conference Operations
Student Hotel Revenue
Miscellaneous/Sundry
Res Room Remission ‐ Proctors
Total Revenue
Expense
Non Academic‐Full Time
Non Academic Term (>1 year)
Non Academic‐Continuing Part‐time
Non Academic‐Term/hourly
Non Academic‐Students
Non Academic‐Overtime
Charge Out‐From Central Acct
Sub‐total Salary & Related
28
29
30
31
32
33
34
35
36
37
38
39
40
41
Supplies‐Pool
Utilities Pool
Furniture & Equipment Pool
Travel Budget Pool
Insurance Pool
Professional Fees Pool
Scholarship Pool
Membership Fees Pool
ICR‐Work Study Program
ICR‐Computing Services
Intrafund fund 11
Chargebacks Pool
External Services Pool
Sub‐total Non‐Salary
42
Total Expense
43 Net Revenue (Loss) bf Debt Service & Capital Renewal
44
45
46
47 Net Revenue (Loss)
48 Net Revenue (Loss) as Percentage of Revenue
$
(898.4)
(7.3%)
(868.5)
(7.0%)
(864.0)
(6.8%)
D
E
Increase (Decrease)
Dollars
4.5
Percent
(8.6%)
100.0%
(66.7%)
(36.4%)
2.0%
2.3%
1.5%
23.1%
(2.4%)
11.5%
2.0%
2.3%
(3.7%)
(21.5%)
36.5%
19.8%
6.1%
36.0%
62.3%
(0.5%)
Page 32 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget Residence System Asset Profile Assignable
Area (SF)
FCI
16
Type
Quad (6 buildings)
Facility Name
Occupancy
Residence (traditional, male) Aitken House 85%
16,239
0.64
56
Residence (traditional, co‐ed) Bridges House 91%
13,165
0.64
52
Residence (traditional, co‐ed) Harrison House 88%
13,391
0.94
52
Residence (traditional, co‐ed) MacKenzie House Neill House 88%
15,606
0.57
49
87%
11,195
0.77
53
Neville/Jones House 82%
11,181
0.77
53
Residence (traditional, female) Lady Dunn 73%
11,915
0.51
44
Residence (traditional, co‐ed) Joy W. Kidd House Tibbits Hall 82%
36,278
0.52
51
76%
19,108
0.64
44
Residence (apartment‐style) Magee House 89%
61,540 0.59
41
Residence (suite‐style) Elizabeth Parr‐
Johnson 82%
24,999
0.04
8
McLeod House Lady Beaverbrook Maggie Jean Chestnut 51%
31,873
0.98
41
62%
17,678
0.72
84
77%
12,642
0.50
135
Administrative offices Residence Administration NA
2,447
0.33
49
Dining hall and kitchens McConnell Hall NA
10,975
0.26
53
Storage facilities for residence and other ancillaries Storage Building NA
2,146
0.02
3
~0.60
~49
Residence (traditional, co‐ed) Residence (traditional, co‐ed) Age
Last Major
Improvement to
Facility (Note 7)
Capacity
(Beds/Units)
98 beds. Note 1 102 beds. Note 1 102 beds. Note 1 104 beds. Note 1 99 beds. Note 1 99 beds. Note 1 2013‐ Roof replacement 2013‐ Foundation repairs 2013‐ Entrance door replacement & partial flat roof replacement 2013‐ Exterior masonry repairs 2013‐ Roof replacement 2013‐ Exterior cladding upgrades Non‐Core (3 buildings)
Residence (traditional, female) 95 beds. Note 1 229 beds. Note 1 101 beds. Note 1 2013‐ Heating system upgrade 2013‐ Entrance door replacement 2011‐ Refresh and interior door replacement 103 APTS. Note 2 170 beds. Note 3 2012‐ Heat recovery energy project 2012‐ 2 accessible suites constructed 208 beds. Note 1 66 beds. Note 1 31 beds. Note 1 2012‐ Heat recovery energy project 2010‐ Kitchen decommissioning 2012‐ Partial roof replacement Apartments (2 buildings)
Others (3 buildings)
Residence (co‐ed) Residence (traditional, co‐ed) Residence (cooking, co‐ed) located off‐campus Related
Summary
79%
312,378
2013‐ Roof replacement 395 seats. 2013‐ Roof replacement & food service upgrades 2012‐ Shelving enhancement 1,607 17
16
FCI is the Facilities Condition Index. An FCI of 0.10 is considered ‘poor’. It is calculated as: Amount of Deferred Maintenance / Current Replacement Value however FCI reflects not only the current deferred maintenance, but the deferred maintenance expected for the next five years as calculated by VFA Inc in accordance with the Association of Atlantic Universities protocols. The range presented reflects a discounting of the VFA Inc figure estimating the impact of the five year additional deferred maintenance.
17
1,334 beds in traditional residences plus 170 beds in suite style plus 103 apartments in Magee.
Page 33 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget The Fredericton Campus’ traditional residence inventory comprises twelve (12) buildings of which nine (9) are in or near the campus core. These residence houses offer some single rooms but typically comprise 90% double rooms and require students to purchase a meal plan. They are generally equipped with group washrooms on each corridor. Of these, six (6) three‐storey buildings reside within the immediate academic core (“quad”): Aitken, Bridges, Harrison, MacKenzie, Neill, Neville/Jones. Each houses approximately 100 students. Three (3) residence houses make up a linked three‐storey structure and include an attached dining hall close to the academic core of campus: Lady Dunn, Joy Kidd, and Tibbits Hall (“DKT”) One (1) seven‐storey building, McLeod, resides on the periphery of campus (off‐campus by 1 street,) and includes its own first floor dining hall with limited menu offerings due to the residence’s distance from both main meal halls. One (1) three‐storey building, Lady Beaverbrook Residence, resides on campus but removed from the other buildings at the base of the hill. One (1) three‐storey building, Maggie Jean Chestnut, resides off‐campus by several blocks, with a communal kitchen and no mandatory meal plan. Notes:
1. “Traditional” residences typically comprise 90% of their rentable beds in double rooms. 2. Comprises 5% 3 bedroom, 46% 2 bedroom and 49% single bedrooms. 3. Comprises 73% 3 bedroom suites, 25% 2 bedroom suites and 2% single bedrooms & suites. 4. Assignable Area denotes “usable” space per the University’s space database as of Dec 2013. 5. Occupancy reported by RLCCS as of April 2014. 6. Summary of FCI and Age based on weighting by Assignable Area. Page 34 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget Context Ten years ago, the Fredericton Campus Residence System was financially sustainable with regard to its operating budget‐ showing no annual deficit. Undergraduate enrolment on the Fredericton Campus is a major driver of declining sustainability within this portfolio. As shown, there were 6,571 full‐time, undergraduate students on the Fredericton Campus in 2006 while in 2013 there were 5,735 full‐time, undergraduate students were enrolled. This represents a drop of 836 (or 13%). In 2003, the Residence System had a maximum of 1,425 beds in 13 buildings for the 1,388 undergraduate residents at that time. This represented a 97% occupancy. In 2014‐15, the Residence System has a maximum of 1,607 beds/units in 14 buildings. Rooms will be reconfigured to offer 1,445 beds and a budgeted occupancy of 1,324 (or 82%). The number of beds increased over this period of declining enrolment due to the addition of the suite‐
style (Elizabeth Parr‐Johnson) residence which added 170 beds to inventory. This additional inventory was proposed to recruit additional graduate enrolment to the Fredericton Campus. Graduate enrolment did not materialize as expected. This was mitigated by inviting 3rd and 4th year undergraduate students to the facility. As of April 2014, there are 32 graduate students and 107 undergraduates within the building.
To mitigate the decline in undergraduate enrolment over the last 10 years, the Residence System has been successful in attracting a higher percentage of undergraduate students to residence (i.e. currently at 22%, up from 18% in 2006). These measures include but are not limited to the realignment of gender specificity of the buildings to demand. For example:
2006: re‐dedication of Neville House as co‐ed results in a reduction of male‐only beds from 300 to 100 on Campus (with demand for such at approximately 80 beds);
2010: permanent re‐dedication of former all‐male Jones House to the Fredericton Campus as the C.C. Jones Student Services Building results in a reduction of total bed inventory of 100 beds (helping offset the inventory increase created by the suite‐style residence)18;
2012: re‐opening of Tibbits as co‐ed results in a reduction of female‐only beds to 100 on Campus (with demand for such at approximately 100 beds); 2013: re‐dedication of McLeod House 2nd floor to administrative use by the Fredericton Campus; and,
18
A 2007 proposal to permanently close another residence building, Aitken House was not approved by the Board. Page 35 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget Ongoing: One‐year rotations of buildings closures for minor upgrade and to allow other ad‐hoc University use (e.g. use of Bridges House in 2007 as temporary office space while Tilley was renovated). Competitive Position The Fredericton Campus residence system is offered in a context of increasing competition. Comparators for our residence system are provided below: Local Comparators: Regional Comparators (2013/14)19: Monthly Rental Rates
Location
80 Biggs (Baron Manor)
408 Regent (A&R Rentals)
825 MacLeod (Churchland Estates)
530 Dundonald (Frogmore Estates)
Abbott Court
9 Forest Hill (Salamanca Landing)
Boyne, Biggs, Dunn (Princess Place)
951 Regent
580/590 Montgomery
Magee House
1
$
$
$
$
$
$
Bedrooms
2
550 $
$
885 $
$
650 $
$
790 $
$
700 $
718 $
675
850
995
750
795
740
900
820
795
853
3
$
$
$
$
$
1,070
1,050
1,020
1,295
990
$
$
$
1,130
1,060
987
Institution
Parking Utilities/Heat Incl?University of New Brunswick - Saint John
Avail
Avail
Avail
Avail
Avail
Avail
Avail
Avail
Avail
Avail
Not Included
Not Included
Not Included
Not Included
Not Included
Not Included
Heat Included
Not Included
Not Included
Heat Included
Mount St. Vincent
Memorial
St. Thomas
University of New Brunswick- Fredericton
University of Prince Edward Island
St. Mary's
Dalhousie
Mt. Allison
Acadia
St. Francis-Xavier
Average
2013/14
$ 6,507
$ 8,030
$ 8,127
$ 8,130
$ 8,276
$ 8,450
$ 8,720
$ 9,165
$ 9,340
$ 9,628
$ 9,765
$ 8,558
Rate Recommendation (2014‐15) Meal Plan
Undergraduate Residence (Two Terms)
Special
Single
Double
Magee House (Monthly)
1 Bedroom
2 Bedroom
3 Bedroom
Suite-Style Residence (Monthly)
Single
One-Bedroom in Double Suite
One Bedroom in Triple Suite
Overall Room & Board Fees Increase
Increase(Decrease)
2014-15 2013-14 2012-13
$
%
$ 3,984 $ 3,900 $ 3,866 $
84
2.2%
6,568
5,810
4,392
6,439
5,696
4,306
6,251 $
5,530 $
4,181 $
129
114
86
2.0%
2.0%
2.0%
732
870
1,007
718
853
987
696 $
824 $
957 $
14
17
20
1.9%
2.0%
2.0%
846
720
643
2.1%
829
706
630
2.0%
842 $
722 $
648 $
3.6%
17
14
13
2.1%
2.0%
2.1%
Historical and additional information provided in the Budget Schedules (i.e. Schedule H: Residence and Related Fees). Communication Fee It is important to note that the Fredericton Campus has issued a Request for Proposal (RPF) to upgrade phone, television, and internet (including wireless) services to Fredericton Campus residences. It is anticipated that the cost of providing these upgraded services are likely to represent a future increase in costs to students. 19
For double room occupancy and meal plan. Page 36 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget The current Communication Fee (formerly, ResNet Fee) was intended to recover the costs of current services to residents. This fee (at $300 per year in most residences) has not increased since its inception in 2009‐10. Analysis of the related costs of these services indicates that the current Communications Fee fee is not sufficient to fully recover the cost of these services. Accordingly, in order to fully recover the cost of current services in 2014‐15 as well as to minimize the potential impact of ‘rate shock’ on students once the RFP process is complete in 2014‐15, the Communication Fee is budgeted to increase to $450 in the 2014‐15 budget. This represents an increase of $150 (or 50%) and represents an additional 1.7% increase to the overall cost of room and board20. Including the impact of increases related to both normal room and board, as well as the Communication Fee, the 2014‐15 rate recommendation is budgeted to increase by approximately 3.8% overall. Key Financial Elements Row
Col
A
2013‐14
B
2014‐15
C
2015‐16
D
2016‐17
E
2017‐18
F
2018‐19
$ 6,860 124 1,045 741 ‐ ‐ 716 $ 6,626 91 924 678 ‐ ‐ ‐ $ 6,380 56 794 610 ‐ ‐ ‐ $ 6,122 19 657 538 ‐ ‐ ‐ $ 5,850 ‐ 511 462 ‐ ‐ ‐ $ 5,564 ‐ 356 381 ‐ ‐ ‐ Residence System Debt Outstanding ($000s)
1
2
3
4
5
6
7
Elizabeth Parr‐Johnson
MacKenzie & Residence Administration
Magee and MacLeod
8
Total Debt Service
Tibbits House
Lady Dunn House, Bridges House, Harrison House
Facility Renewal
Food Service
$ 9,486 $ 8,319 $ 7,840 $
7,336 $
6,823 $
6,301
2013‐14
2014‐15
2015‐16
2016‐17
2017‐18
2018‐19
$ 574 39 182 108 ‐ ‐ 756 $ 574 39 182 108 ‐ ‐ ‐ $ 574 39 182 108 ‐ ‐ ‐ $ 574 20 182 108 ‐ ‐ ‐ $ 574 ‐ 182 108 ‐ ‐ ‐ $ 574 ‐ 182 108 ‐ ‐ ‐ Residence System Debt Service Costs ($000s)
9
10
11
12
13
14
15
Elizabeth Parr‐Johnson
MacKenzie & Residence Administration
Magee and MacLeod
Tibbits House
Lady Dunn House, Bridges House, Harrison House
Facility Renewal
Food Service
16 Total Debt Service
$ 1,659 $
903 $
903 $
17 Annual Increase (Decrease) in Flexibility
$ 552 $ 756 $ ‐
884 $
864 $
864
$ 19 $ 20 $ ‐
Notes:
 A major portion of residence system annual expenditure is debt‐service. This is changing as long‐
term debt is retired. Annual debt service costs will fall by $1.4 M by May 2014. This reduction in debt service provides a strategic opportunity for the residence system and these funds are being deployed into a Provision for Major Capital Renewal until a renewal plan is approved.  “Facility Renewal” relates to the upgrade of electrical and information technology infrastructure within the Residence System to support the higher expectations of students. 20
For double occupancy and meal plan.
Page 37 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Residence Budget 
“Food Service” debt relates to renovations at the ‘DKT’ dining facility, Tim Horton’s/Selona Grill at the Student Union Building and McConnell Upgrade as part of the transition to a new Sodexho food service contract. Conclusions 


The residence and conference services deficit for 2014‐15 is budgeted at $0.9 Million (a decrease of $5 K over 2013/14). In 2013‐14, this deficit reflects $0.9 Million of debt service, $1.1 M of annual capital renewal and provision for an additional $1.4 Million of major capital renewal to occur in the future. Overall rate increase is 3.8% and includes room and board rate growth for traditional undergraduate residents at 2.1% (as compared to 2.0% in 2013‐14) as well as an increase to the Communication Fee contributing growth of 1.7%. Of 1,607 rentable beds/units, the current configuration assumes 1,445 beds/units will be offered in 2014‐15. Occupancy of 1,073 (or 91%) is budgeted for the traditional residences, while the suite‐
style residences and apartments are assumed at 92% occupancy. Overall occupancy is budgeted at 92% of offered beds/units. Page 38 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget University of New Brunswick
Fredericton Campus & University‐wide Units
2014‐15 CAPITAL BUDGET
Page 39 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Overview of the 2014‐15 Capital Program The Capital Budget of the Fredericton Campus totals $14.0 Million. This represents a decrease of $2.9 Million (or 16.9%) over the 2013‐14 budget. The Capital Budget comprises the following major categories: Fredericton Campus & University‐wide Units
($000s)
Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
ProForma
2015‐16
ProForma
2016‐17
ProForma
2017‐18
ProForma
2018‐19
Building & Spaces
Alteration & Renovation grant
Facilities Improvement Fee
Land and rental revenue
University Deferred Maintenance Program
Internally Financed (Energy)
Energy Management Plan
Central Heating Plant Refurbishment
Sub‐Total: Internally Financed (Energy)
Contribution from Operating Budget
Contribution from Residence System
Total Building & Spaces Program
$2,126.4
1,200.0
1,290.8
3,353.8
‐
993.0
2,700.0
3,693.0
‐
800.0
12,464.0
$2,105.4
1,236.0
1,407.0
845.1
‐
3,204.7
5,000.0
8,204.7
‐
863.0
14,661.2
$2,105.4
1,200.0
1,403.0
845.1
‐
1,200.0
4,000.0
5,200.0
‐
1,053.0
11,806.5
$2,147.5
1,224.0
1,431.1
‐
‐
900.0
‐
900.0
‐
863.0
6,565.6
$2,190.4
1,248.5
1,459.7
‐
‐
850.0
‐
850.0
‐
863.0
6,611.6
$2,234.3
1,273.4
1,488.9
‐
‐
800.0
‐
800.0
‐
863.0
6,659.6
$2,278.9
1,298.9
1,518.7
‐
‐
584.5
‐
584.5
‐
863.0
6,544.1
$0.0
(36.0)
(4.0)
‐
0.0%
(2.9%)
(0.3%)
0.0%
(2,004.6)
(1,000.0)
(3,004.6)
‐
190.0
(2,854.6)
(62.6%)
(20.0%)
(36.6%)
‐
22.0%
(19.5%)
Building & Spaces
Non‐Space grant
Student Technology Fee
Total Building & Spaces Program
1,881.5
371.0
2,252.5
1,862.9
365.0
2,227.9
1,862.9
365.0
2,227.9
1,900.1
372.3
2,272.4
1,938.1
379.7
2,317.9
1,976.9
387.3
2,364.3
2,016.4
395.1
2,411.5
$0.0
‐
$
‐
Total Capital Program
$ 14,716.6
$16,889.1
$14,034.4
$ 8,838.0
$ 8,929.5
$ 9,023.8
$ 8,955.6
$ (2,854.6)
Increase(Decrease)
($000s)
Percent
0.0%
0.0%
0.0%
(16.9%)
Each of the Building & Spaces and Equipment & Technology programs are described in the following pages. Page 40 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Building & Spaces Program The following outlines historical and projected funding for the Fredericton Campus (& University‐wide Unit) Building & Spaces Program: Fredericton Campus & University‐wide Units ($000s)
Building & Spaces
Alteration & Renovation grant
Facilities Improvement Fee
Land and rental revenue
University Deferred Maintenance Program
Internally Financed (Energy)
Energy Management Plan
Central Heating Plant Refurbishment
Sub‐Total: Internally Financed (Energy)
Contribution from Operating Budget
Contribution from Residence System
Total Building & Spaces Program
Approved
Budget
2012‐13
Restated
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
ProForma
2015‐16
ProForma
2016‐17
ProForma
2017‐18
ProForma Increase(Decrease) over
2013‐14
2018‐19
Dollars
Percent Notes:
$2,126.4
1,200.0
1,290.8
3,353.8
$2,105.4
1,236.0
1,407.0
845.1
$2,105.4
1,200.0
1,403.0
845.1
$2,147.5
1,224.0
1,431.1
‐
$2,190.4
1,248.5
1,459.7
‐
$2,234.3
1,273.4
1,488.9
‐
$2,278.9
1,298.9
1,518.7
‐
$0.0
(36.0)
(4.0)
‐
0.0%
(2.9%)
(0.3%)
0.0%
993.0
2,700.0
3,693.0
‐
800.0
$ 12,464.0
3,204.7
5,000.0
8,204.7
‐
863.0
$ 14,661.2
1,200.0
4,000.0
5,200.0
‐
1,053.0
$ 11,806.5
900.0
850.0
800.0
584.5
900.0
‐
863.0
$ 6,565.6
850.0
‐
863.0
$ 6,611.6
800.0
‐
863.0
$ 6,659.6
584.5
‐
863.0
$ 6,544.1
(2,004.6)
(1,000.0)
(3,004.6)
‐
190.0
$ (2,854.6)
(62.6%)
(20.0%)
(36.6%)
‐
22.0%
(19.5%)
1
2
3
4
The 2014‐15 Building & Spaces Program is primarily funded by:  Internal Financing (38%);  Alteration & Renovation grant (20%);  Land and rental revenues (13%);  Facilities Improvement Fee (11%); and,  Residence room fees (10%). As the University Deferred Maintenance Program (UDMP) and internally financed capital programs draw to a close in 2014‐15, the Fredericton Campus & University‐wide Units will experience a decline in the funding available for its Building & Spaces Program. Page 41 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget In addition to the funding sources above, Fredericton Campus & University‐wide Units have access to the following one‐time capital reserves: Fredericton Campus & University‐wide Units ($000s) 2013‐14 and
Prior Years
Contributions to (Withdrawals from) Reserves
Savings from Projects of Prior Years Funded by:
Alteration & Renovation grant
Facilities Improvement Fee
Internally Restricted Assets funded by:
Land and rental revenue
Operating Budget
Sinking Fund(s)
Other
Residence System
Total Contributions to (Withdrawals from) Reserves
Proposed
Budget
Sub‐Total ProForma
2014‐15 to 2014‐15 2015‐16
ProForma
2016‐17
ProForma
2017‐18
Total
ProForma ProForma
2018‐19 to 2018‐19
Notes:
460.0
131.0
460.0
131.0
460.0
131.0
5
5
2,751.9
2,751.9
2,751.9
6
2,662.4
4,080.2
7,458.9
$ 17,544.4
7
8
9
1,412.4
5,580.2
596.9
$ 10,932.4
250.0
(1,100.0)
1,353.0
$ 503.0
1,662.4
4,480.2
1,949.9
$ 11,435.4
250.0 250.0
(400.0)
1,353.0 1,372.0
$ 1,203.0 $ 1,622.0
250.0
250.0
1,392.0
$ 1,642.0
1,392.0
$ 1,642.0
Notes regarding the Building & Spaces Program:
1. Land and rental revenue comprises $603K (or 43%) from Heritage Lands (i.e. woodlot) development and $800K (or 57%) from other Fredericton Campus assets. 2. This is the final year of the University Deferred Maintenance Program (UDMP). 3. The Energy Management Plan consists of $14.4 Million in Board‐approved funding over four phases. To April 30th 2011, it is estimated that $5,867.8K has been completed with an additional $993K completed in 2012‐13 and $3,204.7K underway in 2013‐14 for a total of $10,065.5K to‐date. An additional $4,334K is planned of which $1,200K is expected to occur in 2014‐15. The cost of all energy management projects are amortized and offset by cost avoidance (savings) in accordance with Board‐approved criteria. 4. The Central Heating Plant Refurbishment consists of $11.7 Million in Board‐approved funding over three phases. To April 30th 2014, $7.7 Million has been committed and is under construction. An additional $4.0 Million is available and is planned for completion in 2014‐15. The cost of this project will be amortized and offset by cost avoidance (savings) for internal customers and through rates for external customers. 5. Where there are savings in Alteration & Renovation and Facilities Improvement Fee projects during the year, these funds are initially maintained as contingency and then returned for potential distribution in future years. 6. Previous unexpended land revenues of $2,752K have been allocated as follows: a. $1,471K (or 53%) has been earmarked against liabilities related to infrastructure development of the Heritage Lands (i.e. woodlot); b. $310K (or 11%) towards the Campus Master Plan; c. $309K (or 11) towards wellfield protection initiatives; d. $240K (or 9%) towards future land development initiatives; e. $155K (or 6%) as a reserve for unforeseen construction costs related to previously approved projects. Page 42 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget f.
$103K (or 4%) towards asbestos abatement initiatives; g. $77K (or 3%) towards accessibility initiatives; and, h. $71K (or 2%) towards risk management initiatives. 7. At this time, the Fredericton Campus funds only one sinking fund related to its Building & Spaces Program, a sinking fund related to future major maintenance for the Richard J. Currie Center. 8. Other internally restricted assets related to the Operating Budget (i.e. $5,580K) include: a. $1,757K (or 31%) of one‐time funding allocated to capital during 2011‐12 from discretionary operating funds of the Vice‐President (Fredericton‐Academic); b. $1,000K (or 18%) of one‐time funding allocated to capital during the 2012‐13 year‐end; c. $1,500K (or 27%) of one‐time funding allocated to capital during the restatement of the 2013‐14 budget; d. $835K (or 15%) of one‐time funding allocated to capital during 2013‐14 from unexpended capital funds of the Fredericton Campus; and, e. $450K (or 8%) of one‐time funding allocated to capital during 2013‐14 from discretionary operating funds of the Vice‐President (Fredericton‐Academic). These funds have been earmarked as follows: a. $3,042K (or 54%) of capital funding to be applied by the Vice‐President (Fredericton‐Academic) as matching funds to a major renovation or new construction should a federal/provincial capital program be announced/in the event of a major donor; and, b. $1,000K (or 18%) of capital funding to be applied to small to medium projects as yet undetermined by the Vice‐President (Fredericton‐Academic); c. $500K (or 9%) of capital funding to be applied to Fredericton Campus and University‐wide deferred maintenance under the management of Facilities Management; d. $500K (or 9%) of capital funding to be applied to a funding shortfall in the completion of renovations to the ground floor of the Alumni Memorial Building; e. $400K (or 7%) of capital funding to be applied to resolution of a shortfall of document storage for Fredericton Campus & University‐wide units; f.
$100K (or 2%) of capital funding to be applied to renovations of new, permanent office space in Marshall D’Avray Hall in support of the UGSW & ALPS. While the timing of many of these projects is unknown, it is expected that items C, D, E and F will be completed over the next two fiscal years and, accordingly, withdrawals from these reserves have been presented in the table. 9. As described in the 2014‐15 Residence Budget, funds no longer required to service mortgages for initial construction or renovation of residence buildings are being allocated to a provision for Major Capital Renovation until such time as a formal plan to upgrade Fredericton Campus residences has been adopted. Page 43 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Externally Restricted Assets funded by Donors
Donors have provided numerous donations over the life of the institution which have been classified by Donor & Development Relations for the initial construction and/or renovation and upgrade of our buildings and spaces. Despite their inclusion as Building & Spaces reserves, the terms and conditions of these donations and/or endowments may include the ability to expend on Technology & Equipment as well. Being highly decentralized, it is not possible to predict the expenditure pattern from these funds at this time. Proposed
Fredericton Campus & University‐wide Units ($000s) 2013‐14 and Budget
Sub‐Total ProForma
Prior Years 2014‐15 to 2014‐15 2015‐16
Externally Restricted Assets funded by donors:
Managed by:
University Management Committee
295.6
295.6
Assoc Vice‐President (Capital Planning)
3,080.5
3,080.5
All other units
3,384.7
3,384.7
Total Contributions to (Withdrawals from) Reserves $ 6,760.8 $ ‐
$ 6,760.8 $ ‐
ProForma
2016‐17
$ ‐
ProForma
2017‐18
$ ‐
Total
ProForma ProForma
2018‐19 to 2018‐19
$ ‐
295.6
3,080.5
3,384.7
$ 6,760.8
Page 44 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Elements of the Building & Spaces Program for 2014‐15 Land and Rental Revenue
Portfolio/ Priority name
Amt Approved
FR-Revenue (Fredericton Campus)
$
265,000
Contribution To Operating
FR-Revenue (Fredericton Campus) T otal
265,000
UW-Assoc Vice President (Capital Planning & Property Development)
Accessibility
100,000
Asbestos
100,000
Campus Master Plan
100,000
Real Estate Operating
275,000
Reserve for Unplanned Items
100,000
Risk M anagement
50,000
Strategic Priorities to be Determined
338,020
Wellfield
75,000
UW-Assoc Vice President (Capital Planning & Property Development) T otal
1,138,020
Grand T otal
$ 1,403,020
Facilities Improvement Fee
Portfolio/ Priority name
Amt Approved
FR-Facilities M anagement
T405488 2014 Asbestos Abatement and M old Remediation Program
$
100,000
T405489 2014 Asbestos Abatement and Re-insulating - Tunnels
25,000
T405491 - Equipment Specific Lockout/ Tagout and Asset Management Program
25,000
FR-Facilities M anagement T otal
150,000
FR-Faculty of Arts
Upgrade and renovate Forensic Lab
44,625
FR-Faculty of Arts T otal
44,625
FR-Faculty of Computer Science
GE126 Projector and accessories
9,615
FR-Faculty of Computer Science T otal
9,615
FR-Faculty of Forestry and Environmental M anagement
Projector for FG Classroom 303
8,450
FR-Faculty of Forestry and Environmental M anagement T otal
8,450
FR-Faculty of Kinesiology
Women's Locker Rooms
42,240
FR-Faculty of Kinesiology T otal
42,240
FR-Faculty of Law
Flooring Replacement - 3rd Floor Lounge
5,515
FR-Faculty of Law T otal
5,515
UW-Assoc Vice President (Capital Planning & Property Development)
Classroom Improvements
297,200
Classroom Improvements-Bailey
352,800
Strategic Priorities to be Determined
289,555
UW-Assoc Vice President (Capital Planning & Property Development) T otal
939,555
Grand T otal
$ 1,200,000
Page 45 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Alteration & Renovation (Restricted) Operating Grant
Portfolio/ Priority name
Amt Approved
FR-Centre for Enhanced T eaching & Learning
Classroom Technology ($100K Earmark) - Renewal
$
12,881
D2L Training Station for the Instructional Technologies Lab
1,960
FR-Centre for Enhanced T eaching & Learning T otal
14,841
FR-College of Extended Learning
Basement storage space renovation
13,595
FR-College of Extended Learning T otal
13,595
FR-Facilities M anagement
T405492 - Campus Water & Sewer Infrastructure Rehabilitation
150,000
T407187 - Bailey Hall - Compressed Air System Upgrade - Phase I
136,000
T406336 - Sir Howard Douglas Hall - Penthouse Roof Replacement
127,000
T405099 Replace Steam and Condensate Piping - Incutech # 2 to DKT - Phase II
125,000
T407199 IUC Forestry Fire Alam Upgrade
98,000
T406786 - Facilities M anagement - Retaining Wall Upgrade - Phase II
92,800
T405495 Campus Sidewalk Upgrade Phase III
74,000
62,750
T405493 Campus Door Replacement - Various Academic Buildings - Interior and Ex
T 407188 - Annex C - Roof Replacement
47,000
T407186 - Bailey Hall - Chiller Insulation Upgrade
44,000
T403462 Wu Center Masonary Repairs
40,000
T407193 - Student Union Building - Foundation Waterproofing Phase II
38,000
T407387 - Academic Buildings - Replace Heating Coils
25,000
T407686 - College Hill Day Care - Exterior Painting
19,000
FR-Facilities M anagement T otal
1,078,550
FR-Faculty of Business Administration
Bloomberg Project - Alterations and Renovations
11,200
FR-Faculty of Business Administration T otal
11,200
FR-Faculty of Computer Science
GE126 Projector and accessories
FR-Faculty of Computer Science T otal
FR-Faculty of Education
Marshall d'Avray Hall First Floor Commons
91,315
FR-Faculty of Education T otal
91,315
FR-Faculty of Engineering
New Engineering - B9A and B10 Exhaust
69,900
FR-Faculty of Engineering T otal
69,900
FR-Faculty of Science
Bailey 129 renovation - Phase I
102,000
FR-Faculty of Science T otal
102,000
FR-H arriet Irving Library and Branches
Basement relocation of microforms and reading equipment
59,200
Individual Study Room
23,200
FR-H arriet Irving Library and Branches T otal
82,400
FR-Renaissance College
New Cork Flooring
19,000
19,000
FR-Renaissance College T otal
Page 46 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Alteration & Renovation (Restricted) Operating Grant, cont’d
Portfolio/ Priority name
Amt Approved
FR-Residential Life, Campus & Conference Services
SUB Lobby + Main Floor Hallway Painting
20,000
Washroom Upgrade (Rooms 111 & 112)
90,000
FR-Residential Life, Campus & Conference Services T otal
110,000
FR-Student Affairs and Services
Electronic M edical Record System
4,950
Library Renovations
3,680
SAC Test Room Improvements
4,750
Staff Offices Flooring Replacement
6,000
FR-Student Affairs and Services T otal
19,380
FR-Vice-President (Fredericton-Academic)
Security Office Upgrade
5,200
FR-Vice-President (Fredericton-Academic) T otal
5,200
UW-Assoc Vice President (Capital Planning & Property Development)
SHDH Egress Issues
350,000
Strategic Priorities to be Determined
963
SHDH - Renovation of Women's Washroom - Room 10
54,140
UW-Assoc Vice President (Capital Planning & Property Development) T otal
405,103
UW-Information T echnology Services
Wu Center Exterior Door Access
14,000
UW-Information T echnology Services T otal
14,000
UW-Vice-President (Research)
Upgrades to Animal Care Facilities
68,900
UW-Vice-President (Research) T otal
68,900
Grand T otal
$ 2,105,384
University Deferred Maintenance Program
Portfolio/ Priority name
Amt Approved
UW-Assoc Vice President (Capital Planning & Property Development)
UDM P-Marshall D'Avray Phase II Window Replacement
$
845,120
UW-Assoc Vice President (Capital Planning & Property Development) T otal
845,120
Grand T otal
$
845,120
Page 47 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Contribution from Residential Life, Campus and Conference Services
Portfolio/ Priority name
FR-Residential Life, Campus & Conference Services
Neill H ouse
Cap Windows
Neville H ouse
Replace Main Entrance Doors
Residence Administration Bldg
New Bottle Filler Fountain
Aitken H ouse
Stair Treads and Railing
Bridges H ouse
Bridges House & Apartment Link-Roof Replacement
Masonry Repairs
H arrison H ouse
Stair Pan Replacement
Lady Beaverbrook Residence
Don's Apartment Flooring
Front Sandstone Entrance Pillars Replacement/ Restoration
New Residence 2006
EPJ Residence Lock Replacement
Repair Windows at EPJ Residence
Window Lintel Pinning and Crack Repairs
MacKenzie H ouse
Window Lintels and Misc Masonry Repairs
Magee H ouse
Hot Water Tank Bundle Replacement
Magee House Install Metal Cladding on Penthouse
Lady Dunn H all
Replace Vestibule Door Main Entrance to Joy Kidd
Auto Air Vents on room heaters
DKT Building Heat Exchanger Replacement
Stair Flooring
Other
Bridges/ Neill/ Neville/ Harrison Breezeway Cladding
Capital Contingency
Residence Buildings-Asbestos Abatement
Residence entrance system upgrade
residence wireless install
ResNet annual maintenance/ upgrades
Wireless installation
FR-Residential Life, Campus & Conference Services T otal
Grand T otal
Amt Approved
$
45,000
22,000
7,470
23,600
168,500
29,700
10,245
5,860
67,097
62,000
22,200
31,900
21,400
30,000
72,500
19,000
31,920
22,800
8,200
$
21,000
30,000
25,000
20,177
2,431
63,000
190,000
1,053,000
1,053,000
Page 48 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Equipment & Technology Program The following outlines historical and projected funding for the Fredericton Campus’ Equipment & Technology Program: Fredericton Campus & University‐wide Units
($000s)
Building & Spaces
Non‐Space grant
Student Technology Fee
Total Building & Spaces Program
Approved
Budget
2012‐13
Approved
Budget
2013‐14
Proposed
Budget
2014‐15
ProForma
2015‐16
ProForma
2016‐17
ProForma
2017‐18
ProForma
2018‐19
Increase(Decrease)
over 2013‐14
Dollars Percent
1,881.5
371.0
$ 2,252.5
$1,862.9
365.0
$ 2,227.9
$1,862.9
$365.0
$ 2,227.9
$1,900.1
$372.3
$ 2,272.4
$1,938.1
$379.7
$ 2,317.9
$1,976.9
$387.3
$ 2,364.3
$2,016.4
$395.1
$ 2,411.5
$0.0
‐
$ ‐
0.0%
0.0%
0.0%
The 2014‐15 Equipment & Technology Program is primarily funded by:  Non‐Space grant (84%); and,  Student Technology Fee (16%). University of New Brunswick
Fredericton Campus & University‐wide Units
Historical and Planned Building & Spaces Program
$3,000.0
The Fredericton Campus & University‐
wide Units are expecting stable funding for its Equipment & Technology Program over the next five years.
$2,500.0
$2,000.0
$2,227.9
$2,227.9
$2,272.4
$2,317.9
$2,364.3
$2,411.5
$2,252.5
2012‐13
2013‐14
2014‐15
2015‐16
2016‐17
2017‐18
2018‐19
$1,500.0
$1,000.0
$500.0
$‐
Page 49 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget In addition to the funding sources above, the Fredericton Campus & University‐wide Units have access to the following one‐time capital reserves: Fredericton Campus & University‐wide Units
($000s)
Contributions to (Withdrawals from) Reserves
Savings from Projects of Prior Years Funded by:
Non‐Space grant
Student Technology Fee
Internally Restricted Assets funded by:
Operating Budget
Sinking Fund(s)
Other
Total Contributions to (Withdrawals from) Reserves
2013‐14
and Prior
Years
Proposed
Budget
Sub‐Total ProForma
2014‐15 to 2014‐15 2015‐16
640.2
53.0
(33.2)
640.2
19.8
70.0
130.0
$ 893.2
10.0
(130.0)
$ (153.2) $
80.0
‐
739.9
ProForma
2016‐17
ProForma
2017‐18
Total
ProForma ProForma
2018‐19 to 2018‐19 Notes:
10.0
10.0
10.0
10.0
$ 10.0
$ 10.0
$ 10.0
$ 10.0
$
640.2
19.8
1
1,2
120.0
‐
779.9
3
4
Notes regarding the Equipment & Technology Program:
1. Where there are savings in Non‐Space and Student Technology Fee projects during the year, these funds are initially maintained as contingency and then returned for potential distribution in future years. 2. The terms of reference of the Student Technology Fee includes provision for a 5% reserve as a protection from lower than budgeted fee income and/or unforeseen over‐expenditure. 3. At this time, the Fredericton Campus funds only one sinking fund related to its Equipment & Technology Program, a sinking fund related to future replacement of athletic equipment related to the Richard J. Currie Center’s URec operation. 4. Specific earmarking has been made for furniture & equipment related to the completion of renovations to the ground floor of the Alumni Memorial Building. 5. Where donors have provided donations which have been classified by Donor & Development Relations as ‘capital’, the terms and conditions of these donations and/or endowments may include the ability to expend on Technology & Equipment as well. Where these accounts have already been included under Building & Spaces, they have not been duplicated in the above table. Page 50 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Elements of the Equipment & Technology Program for 2014‐15 Non‐Space (Restricted) Operating Grant
Portfolio/ Priority name
FR-Centre for Enhanced T eaching & Learning
Classroom Technology ($100K Earmark) - Renewal
Classroom Technology ($100K Earmark) - Equipment
D2L Training Station for the Instructional Technologies Lab
Classroom Technology ($100K Earmark) - Maintenance
Large Format Printer Replacement
FR-Centre for Enhanced T eaching & Learning T otal
FR-College of Extended Learning
Hygrothermograph
Basement storage space renovation
FR-College of Extended Learning T otal
FR-Facilities Management
Exam Tables
Computer Renewal
Exterior Recycle Stations
Flue Gas Analyzer
Interior Recycling Stations
Plaza Hexagon Picnic Tables
Automated External Defibrillator - CHP
Automated External Defibrillator - Facilities Management
Exterior Benches
FR-Facilities Management T otal
FR-Faculty of Arts
Faculty of Arts - Computer Equipment - Line Bessery
Upgrade and renovate Forensic Lab
FR-Faculty of Arts T otal
FR-Faculty of Business Administration
Faculty Staff Computer Renewal
FR-Faculty of Business Administration T otal
FR-Faculty of Computer Science
Computers for Instructional Lab GC-112 plus a Server
FR-Faculty of Computer Science T otal
FR-Faculty of Education
Marshall d'Avray Hall First Floor Commons
FR-Faculty of Education T otal
FR-Faculty of Forestry and Environmental Management
Projector for FG Classroom 303
FR-Faculty of Forestry and Environmental Management T otal
FR-Faculty of Kinesiology
Biomechanical and Physiological Equipment for Teaching and Research Lab
FR-Faculty of Kinesiology T otal
FR-Faculty of Law
Staff Computer Upgrades
FR-Faculty of Law T otal
FR-Faculty of Nursing
Faculty of Nursing Computer Upgrades 2014-2015
FR-Faculty of Nursing T otal
Amt Approved
$
71,553
15,702
15,293
12,732
8,563
123,842
7,286
4,085
11,371
23,900
22,998
14,975
11,810
9,760
5,200
2,662
2,662
2,200
96,167
42,850
27,600
70,450
31,499
31,499
81,000
81,000
14,100
14,100
10,600
10,600
25,000
25,000
7,368
7,368
24,659
24,659
Page 51 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Portfolio/ Priority name
Amt Approved
FR-Faculty of Science
Upgrades to the first-year undergraduate physics labs
35,273
FR-Faculty of Science T otal
35,273
FR-H arriet Irving Library and Branches
Acquisitions
650,000
Individual Study Room
26,800
FR-H arriet Irving Library and Branches T otal
676,800
FR-Residential Life, Campus & Conference Services
Curtain Renewal - Cafeteria & Atrium
10,500
FR-Residential Life, Campus & Conference Services T otal
10,500
FR-Student Affairs and Services
Electronic Medical Record System
15,208
New Computers for SAS
10,493
CRC - Furniture
1,649
Computer for Career Counsellor
1,388
FR-Student Affairs and Services T otal
28,738
FR-Vice-President (Fredericton-Academic)
Non-Space
11,197
Security Office Upgrade
1,247
FR-Vice-President (Fredericton-Academic) T otal
12,444
UW-Assoc Vice President (Capital Planning & Property Development)
Classroom Improvements
375,000
Strategic Priorities to be Determined
22,527
UW-Assoc Vice President (Capital Planning & Property Development) T otal
397,527
UW-Information T echnology Services
Cold Data Appliance
100,815
ITS Computer Refresh
25,325
Fax Server Solution
24,187
Wu Center Exterior Door Access
8,802
UW-Information T echnology Services T otal
159,129
UW-President
Barbara Roberts
2,200
Computer for Undergrad Calendar Editor
1,490
UW-President T otal
3,690
UW-University Comptroller
Computers & Furniture
15,000
UW-University Comptroller T otal
15,000
UW-Vice-President (Advancement)
IT Upgrades
3,655
Full Time Staff Computer Station Replacement
1,911
Laptop Computer Upgrade
1,353
UW-Vice-President (Advancement) T otal
6,919
UW-Vice-President (Finance & Corporate Services)
Computer Upgrades
5,557
UW-Vice-President (Finance & Corporate Services) T otal
5,557
UW-Vice-President (Research)
Computers/ desk for VPR/ ORS
9,423
Enhancement of Graduate Student Space at Biomedical Engineering
5,832
UW-Vice-President (Research) T otal
15,255
Grand T otal
$ 1,862,887
Page 52 of 53
University of New Brunswick Fredericton Campus & University‐wide Units
2014‐15 Capital Budget Student Technology Fee
Portfolio/ Priority name
FR-Centre for Enhanced T eaching & Learning
Student Loaner Laptops Replacements (STF)
Upgrade to Media Services Lab video editing suites
FR-Centre for Enhanced T eaching & Learning T otal
FR-Faculty of Arts
Checkbox Server Upgrade
Tibbits East - PWC Wireless Installation
Student Technology Fund
PWC Cameras
Graduate software NVIVO
Graduate lab laptops
Projector Cart replacement laptops
Laptop for computer cart
Computer for Philosophy Lounge
FR-Faculty of Arts T otal
FR-Faculty of Computer Science
GE126 Projector and accessories
FR-Faculty of Computer Science T otal
FR-Faculty of Engineering
Managing UNB Campus Spatial Data
FR-Faculty of Engineering T otal
FR-Faculty of Forestry and Environmental M anagement
Urban Forestry Trimble Unit
GPS M ap 62
FR-Faculty of Forestry and Environmental M anagement T otal
FR-Faculty of Law
Purchase of two loaner laptops for student use
FR-Faculty of Law T otal
FR-Faculty of Nursing
MN Lab MacLaggan 03 Computers
FR-Faculty of Nursing T otal
FR-Faculty of Science
Student Technology Fee Priority fund-internet drops
Computer Tower/ Graduate Students
FR-Faculty of Science T otal
FR-H arriet Irving Library and Branches
Dual M onitor Data & GIS Lab
Renewal of Engineering Library Laptops
FR-H arriet Irving Library and Branches T otal
FR-Residential Life, Campus & Conference Services
Power Upgrade Room 103
FR-Residential Life, Campus & Conference Services T otal
FR-Student Affairs and Services
Test Room Computers
FR-Student Affairs and Services T otal
UW-Information T echnology Services
Student Computer Lab Renewal
UNB Mobile App Pilot
myUNB Portal Replacement
External Wireless
Brunswickan Laptops and AV equipment
UW-Information T echnology Services T otal
T otal
Offset by withdrawal from Reserve
Adjusted T otal
Amt Approved
$
25,409
22,116
47,525
11,202
7,264
3,933
3,886
2,998
2,622
2,550
1,243
911
36,609
10,565
10,565
4,000
4,000
13,037
4,068
17,105
3,044
3,044
7,865
7,865
6,365
915
7,280
21,548
16,816
38,364
2,864
2,864
6,679
6,679
$
$
146,865
27,290
21,972
14,554
5,628
216,309
398,209
(33,209)
365,000
Page 53 of 53
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