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Fredericton Campus

2009-10 Budget

Board of Governors May 27, 2009 Agenda Item # 8.3.3

University of New Brunswick Fredericton Campus 2009-10 Operating Budget Table of Contents

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Campus Vice-President's Commentary .. ………………………………………………………………………3 2009-10 Operating Budget ................................................................................................................................... 6

Executive Summary ............................................................................................................................................ 7 Revenue............................................................................................................................................................... 9

Provincial Operating Grant ........................................................................................................................... 10 Tuition Revenue ............................................................................................................................................ 11 Other Revenue .............................................................................................................................................. 12 Revenue Proposals ........................................................................................................................................ 13

Expenses ........................................................................................................................................................... 13 Operating Expenses ...................................................................................................................................... 14 Faculties and Departmental Costs ................................................................................................................. 14 Academic and Student Support ..................................................................................................................... 15 Administration and Development Services .................................................................................................. 16 Maintenance and Utilities ............................................................................................................................. 17

Ancillary Operations (Net) ............................................................................................................................... 18 2009-10 Operating Budget Statement ............................................................................................................... 19 2009-10 Revenue Proposals .............................................................................................................................. 21

Proposal to Implement a Student Health Services Fee ................................................................................. 22 Proposal to Implement a Prior Learning Assessment Fee ............................................................................ 24 Proposal to Standardize Distance Education Fees ........................................................................................ 25 Proposal to Standardize Administration and Technology Fees for Online Courses ..................................... 26 Proposal to Amend Confirmation Fees ......................................................................................................... 28 Proposal to Amend Masters of Business Administration Fees ..................................................................... 29 Proposal to Amend Parchment Replacement Fee ......................................................................................... 31 Proposal to Amend Parking Fees .................................................................................................................. 32 Proposal to Amend Transcript Fees .............................................................................................................. 33

2009-10 Capital Budget ...................................................................................................................................... 34

Capital Budget Overview .............................................................................................................................. 35 The following chart compares the current capital plan (including the 2009-10 capital budget) to that undertaken in prior years: ............................................................................................................................. 35 Capital Sub-Committee of the Fredericton Budget Management Committee .............................................. 37

2009-10 Residence Budget .................................................................................................................................. 43

Introduction ................................................................................................................................................... 44 Executive Summary ...................................................................................................................................... 44 Governance of Residential Life and Conference Services ........................................................................... 45


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Commentary from Vice-President Fredericton (Academic)

Introduction The $2.3 Million deficit proposed for the Fredericton Campus is a significant challenge to academic planning. It is also evident that the Fredericton Campus has not enjoyed a sustainable academic or financial model for some time. Such a significant financial challenge is also an opportunity - a chance to renew our commitment to collegial reflection regarding “what we do” and “how we do it”?

Now is the time to consider how academic and operational activities on the Fredericton Campus complement each other, as well as how they complement those of our sister-campus in Saint John. Now is the time to consider how each academic program contributes to the academic mission and our sustainability. Now is the time to consider how the Fredericton Campus fits within an overall strategic plan for the University of New Brunswick.

Environment We are operating in a very difficult financial environment. It will be recalled that the University announced as early as November 2008 that the economic downturn would have a nearly 20% negative impact our market-based endowments. Our estimates indicate that the Fredericton Campus will be required to find alternate funding for approximately $3.0 Million of scholarships, bursaries and other student support for at least the next two years (based on a short-term recession scenario.) Other universities have employed a wide variety of mechanisms to deal with related shortfalls: examples include in-year budget reductions, across-the-board prospective budget reductions, enrolment minima on course sections, voluntary workforce reductions, and hiring freezes.

At the same time, the Fredericton Campus enrolments have declined from 8,401 full-time equivalents (in 2005-06) to 7,432 (in 2008-09), a decrease of almost one thousand students (or 11.5%). This has created a steady downward pressure on tuition revenues and tuition revenues represent approx. 30% of our overall revenues.

The provincial operating grant comprises 65% of our revenues. Historical increases of approximately 3% per year have been insufficient to keep pace with even conservative economic increases in most collective agreements. Even non-salary items, in an educational environment such as our own, tend to experience inflation closer to 4 or 5%. In 2009-10, our Campus did not receive the historical increase; worse yet, we experienced a decrease in our provincial operating grant revenues.

Rising to the Challenge Without an institutional strategic plan to guide us, the Fredericton Campus chose to embrace a one-year plan for 2009-10 in order to allow time for participation in a planning process (for which many will know the Vice-President Fredericton (Academic) was a strong advocate since his arrival in September 2008 and which is now being initiated by our new President). This one-year plan reduced expense growth from the expected $5.5 Million (or 4.2%) to $1.9 Million (or 1.9%).

The Fredericton Campus assigned ongoing budget reductions nearing $2.0 Million. These reductions occur in a context where almost 80% of costs represent human resources, many of which are continuing positions.

In dealing with this ongoing budget reduction, portfolio managers engaged in collegial consultation with their own internal management groups, e.g. Deans discussed with Chairs and Faculty Councils; Directors with their


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managers and coordinators. The Deans Council and the Directors Plus groups served as essential players in communication during this budget process. The Fredericton Campus successfully achieved virtually all (over 85%) of its target on an ongoing basis. All of its ongoing budget reduction target will be achieved by 2010-11. Both Faculties and support departments continue to review and reconsider their academic and operational staffing requirements and adjust workload to reflect fewer resources. It is important to note that while budget reductions were initially assigned to all units, those areas providing academic and student support like the Harriet Irving Library and Student Affairs and Services were protected from direct impact as they are considered strategic to both recruitment and retention.

The Fredericton Campus has supported university management’s recommended freeze to economic adjustments for the executive, management, the administrative, professional and technical groups. This is expected to form the basis of upcoming collective bargaining on our campus.

Finally, an additional $0.8 Million of one-time salary savings was identified by the Vice-President Fredericton (Academic) and the Vice-President (Finance & Corporate Services) to mitigate the unexpected government announcement regarding a reduction in provincial operating grant revenues.

Strategic Areas Recruitment and retention are top priorities on the Fredericton Campus. Regarding undergraduate recruitment and retention, the Fredericton Campus will:

• Begin the integration of recruitment and admissions on the Fredericton campus by September 2009. Operational and organizational models, business and communication processes (i.e. from inquiry to enrolment) will be reviewed in favor of a more efficient and effective model. This is expected to increase yield, better capitalize on human resources and overlay a sales and client service approach throughout.

• Develop and implement a recruitment marketing program aimed primarily at the Maritimes, with Ontario/Alberta as secondary markets. This program will utilize both traditional and social media in innovative ways (e.g. Facebook, contests like our “Shoot for the Loot”, etc.) as well as better use of the UNB web presence.

• Develop and implement specific recruitment strategies and tactics for opportunity areas such as transfer students, re-admit prospects and parents of prospective students.

• Develop and implement new programming to increase retention including: a 'Transition to University' workshop aimed at grade 12 students, their parents and current first year UNB students; develop a 'Parents of Current UNB Students' website; expand the Career Connections program website to increase the number of Faculties included and further promote its use with students, faculty, staff.

• Develop, in consultation with the International Recruitment Centre, a focused and effective international recruitment strategy.

Regarding graduate recruitment and retention, the Fredericton Campus will:

• Develop and launch a new School of Graduate Studies website, while assisting the School with the implementation of their online admissions program.

• Focus recruitment efforts on Maritime universities that do not have graduate programs.

• Develop and implement specific recruitment strategies for opportunity areas such as part-time students and professional development.


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• Develop relationships with career counseling offices in other Maritime universities to help leverage recruitment efforts.

• Develop, in consultation with the International Recruitment Centre, a focused and effective international recruitment strategy for graduate students.

In addition, to immediately assist with recruitment and retention, the Vice-President Fredericton (Academic) invested in the following programs as part of the 2009-10 budget:

• $277 K of ongoing funds in our renewable scholarship programs;

• $98 K of ongoing funds in our Graduate Research and Teaching Assistantships (GRA/GTA); and

• $132 K of one-time funds in our student health centre, bursaries and Safewalk programs.

Finally, the 2009-10 budget provides for one-time investments (totaling over $340 K) in:

• “Active Admissions” software (including capital costs);

• Process/administrative systems improvement; and,

• Employment equity.


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University of New Brunswick

Fredericton Campus

2009-10 Operating Budget

University of New Brunswick Fredericton Campus 2009-10 Operating Budget

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Executive Summary Fredericton Campus is proposing a budgeted deficit of $2.3 Million (or a 1.8% shortfall). This budget is comprised of a deficit before one-time items (“sustainability deficit”) of $3.2 Million (2.4% shortfall) offset on a one-time basis by $0.8 Million of salary savings1.

Revenues Fredericton Campus budgeted revenues have decreased by $0.2 Million (or 0.1%) over 2008-09. Major drivers are:

• Representing the first decrease since 1998-1999, base growth in the Provincial Operating Grant (assuming a 0% increase to Government’s unrestricted operating assistance) translates into a 0.5% decrease over 2008-09 budgeted revenues;

• Enrolment trends in both undergraduate domestic and international enrolment are expected to result in a 1.7% decrease over 2008-09 budgeted revenues.

• The recessionary financial environment is expected to result in a decrease in Other Revenues such as Short Term Investment Income and Contract Overheads which translates into a 0.6% decrease over 2008-09 budget revenues.

This is partly offset by: • The second year of Government’s grant in lieu of tuition increase on undergraduate, domestic enrolment

translates into a 2.4% increase over 2008-09 budgeted revenues. • Implementation of a Student Health Services Fee translates into a 0.2% increase over 2008-09 budgeted

revenues.

Expenses Fredericton Campus budgeted expenses have increased by $2.5 Million (or 1.9%) over 2008-09.

As in prior years, there has been a tremendous amount of pressure on Expenses leading into the 2009-10 budget. Without mitigation, it is estimated that the Fredericton Campus would have required at least $2.8 Million of additional expenses. Including these additional costs, expenses would have increased by $5.5 Million (or 4.2%) over the 2008-09 budget.

Major drivers of this year’s 1.9% expense growth are:

• Typical increases related to human resources and non-salary inflationary pressures totaling at least $5.5 Million (or 4.2%).

• Ongoing budget reductions were assigned totaling $1.8 Million (or 1.4%). • Due to extreme uncertainty associated with the current recessionary environment, university management

has recommended no economic adjustment to salaries for the next two years. This measure would apply to the President, Vice-Presidents, Deans and Directors as well as non-bargaining employees. This also forms the basis of the financial mandate for all collective bargaining during the same period.

1 Difference due to rounding.


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One-Time Items In order to mitigate the structural deficit of $3.16 Million, the Vice-President Fredericton (Academic) and Vice-President (Finance and Corporate Services) have each reviewed all current and expected vacancies on the Fredericton Campus, as well as positions whose term expires during 2009-10. As a result of this exercise, an additional $0.8 Million of one-time salary savings have been identified for application against the deficit of the Fredericton Campus. Positions associated with these savings will remain vacant for 2009-10 as a means of ensuring these savings are realized. These one-time items reduce the 2009-10 deficit from $3.16 Million to $2.33 Million (or 1.8% of budgeted revenues).

Ongoing Strategies Despite considerable fiscal challenges, the Fredericton Campus has invested additional ongoing funding towards the following strategic items:

• Undergraduate scholarships ($277 K) so as to continue our renewable scholarship program; and, • Graduate Research and Teaching Assistantships ($98 K) to provide inflationary relief for graduate

support.


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Revenue Overall operating revenues for the Fredericton Campus are budgeted at $129.6 Million. This balance represents an increase of $48 K (essentially representing zero growth) over the 2008-09 budget. Revenue is comprised of the following sources:

65%

29%

6%

University of New BrunswickFredericton CampusComposition of Revenues2009-10 Budget

Provincial Operating Grant Tuition Revenue Other Revenues

The following table further illustrates the composition of budgeted revenues and provides a year-to-year comparison of each source:

Fredericton Campus Approved

Budget Approved

Budget Proposed

Budget 2007/08 2008/09 2009/10 Dollars Percent

Provincial Operating Grant $76,853.2 $81,229.8 $83,744.9 $2,515.2 3.1%Tuition Revenue 41,232.3 40,381.9 38,085.5 (2,296.3) (5.7%)Other Revenues 6,887.5 7,810.8 7,640.2 (170.7) (2.2%)Total Revenues $124,973.0 $129,422.5 $129,470.6 $48.2 0.0%

Budgeted Revenues ($000)

Increase(Decrease)

The following table provides a comparison of the relative portion of budgeted revenues, by source, for the last three years:

Fredericton Campus Approved

Budget Approved

Budget Proposed

Budget 2007/08 2008/09 2009/10

Provincial Operating Grant 61.5% 62.8% 64.7%Tuition Revenue 33.0% 31.2% 29.4%Other Revenues 5.5% 6.0% 5.9%Total Revenues 100.0% 100.0% 100.0%

Relative contribution to Revenues


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Base revenue for 2009-10 includes the following key assumptions: • An operating grant in lieu of tuition increase (for domestic students) translates to a 2.4% increase in

budgeted revenues. • Implementation of a Student Health Fee translates to a 0.2% increase in budgeted revenues. This is offset by: • A freeze on unrestricted operating assistance (base Provincial Operating Grant revenue) which translates to

a 0.5% decrease in budgeted revenues. • A decrease in tuition revenues attributable to undergraduate enrolment which translates to a 1.4% decrease

in budgeted revenues. Undergraduate tuition fees are assumed to remain at 2007-08 levels. • A decrease in tuition differential revenues attributable to undergraduate enrolment which translates to a

0.3% decrease in budgeted revenues. Tuition differential fees for international undergraduate students will increase by 7% in 2009-10. Tuition differential fees for international graduates are not subject to increase in 2009-10.

• A decrease in other revenues attributable to short term investment income which translates to a 0.5% decrease in budgeted revenues.

Provincial Operating Grant Provincial Operating Grant revenues in 2009-10 are budgeted to increase by $2.5 Million (or 3.1%) over 2008-09. “Base” Provincial Operating Grant revenue is budgeted to decrease by $0.6 Million (or 0.8%) in 2009-10 as compared to the 2008-09 budget. This is the result of an announcement by the Provincial Government (“Government) to freeze unrestricted operating assistance at last year’s levels. While these funds may be frozen on a government fiscal year basis, the formula applied by the Maritime Provinces Higher Education Commission actually results in a decrease on an institutional year basis. This announcement had not been expected by New Brunswick universities as the report of the Commission on Post Secondary Education in New Brunswick2 reflected the potential for increased base funding in excess of 4% (as was the case in 2008-09). The March 17, 2009 Government budget indicated this freeze was required due to the impact of the recession on Provincial finances. For the second consecutive year, Provincial Operating Grant revenues are positively impacted by a Government announcement to provide New Brunswick universities with an operating grant in lieu of a tuition increase. As in the first year of the program, Government assumed a tuition increase of 5%. The value of this program to the Fredericton Campus is $4.5 Million in 2009-10 and represents an increase of $3.2 Million (or 3.9%) over prior year.

2 Entitled “Advantage New Brunswick- A Province Reaches to Fulfill its Destiny”, published September 2007.


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The following table provides a comparison of the 2009-10 budget to previous years budgeted grant:

Approved Budget

Approved Budget

Proposed Budget

2007/08 2008/09 2009/10 Dollars PercentFredericton Campus analysis:

Base Grant $76,853.2 $79,867.6 $79,245.3 ($622.3) (0.8%)Grant in Lieu of Tuition Increase $0.0 $1,362.2 $4,499.6 $3,137.5 3.9%

Total $76,853.2 $81,229.8 $83,744.9 $2,515.2 3.1%

Increase(Decrease)

In total, Provincial Operating Grant revenue is budgeted to increase by $1.9 Million (or 2.3%) as compared to the actual grant received in 2008-09. This increase primarily consists of a $0.5 Million (or 0.6%) decrease in our base grant offset by an increase of $2.4 Million (or 2.9%) attributable to the Government operating grant in lieu of tuition increase. The following provides a comparison of the 2009-10 budget against previous year’s actual grant:

Actual ActualProposed

Budget2007/08 2008/09 2009/10 Dollars Percent

Fredericton Campus analysis:Base Grant $77,239.6 $79,767.9 $79,245.3 ($522.6) (0.6%)Grant in Lieu of Tuition Increase $0.0 $2,126.7 $4,499.6 $2,372.9 2.9%

Total $77,239.6 $81,894.6 $83,744.9 $1,850.3 2.3%

Increase(Decrease)

As a result of the report of the UNB Commission On Inter-Campus Relations, Funding and Governance published in October 2008, $1.1 Million of Provincial Operating Grant held in abeyance (not allocated to individual campuses) in the 2008-09 operating budget was distributed to Campuses (28% to Fredericton; 72% to Saint John) on an ongoing basis in the 2009-10 budget.

Tuition Revenue The combined impacts of lower enrolment, changing enrolment profiles and the Provincial freeze on tuition rates have resulted in a Tuition Revenue decrease of $2.3 Million (or 5.7%). This decrease is largely attributable to:

• $1,834 K of undergraduate tuition loss due to forecasted enrolment decreases and an increased attrition rate between the Fall and Winter terms;

• $430 K of international differential fee revenue related to enrolment decreases in undergraduate students;

Overall enrolment on the Fredericton Campus is expected to increase nominally in 2009-10. While graduate enrolment is expected to increase by 95 FTE, the 11 FTE increase from 2008-09’s actual undergraduate enrolment continues to reflect:

• A declining population in New Brunswick; • An already high rate of participation in universities in New Brunswick; and, • An increasingly complex and competitive market place.


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Graduate Total FTE Percent

2001-02 A 6,820 756 7,5762002-03 A 7,109 877 7,986 410 5.4%2003-04 A 7,338 1,001 8,339 353 4.4%2004-05 A 7,317 1,063 8,380 41 0.5%2005-06 A 7,284 1,117 8,401 21 0.3%2006-07 A 6,924 1,080 8,004 (397) (4.7%)2007-08 A 6,735 1,082 7,817 (187) (2.3%)2008-09 A 6,345 1,087 7,432 (385) (4.9%)

2009-10 B 6,356 1,182 7,538 106 1.4%

Inc(Dec)


Student EnrolmentFredericton

Under graduate

6,750

7,000

7,250

7,500

7,750

8,000

8,250

8,500

8,750

2001-02 A 2002-03 A 2003-04 A 2004-05 A 2005-06 A 2006-07 A 2007-08 A 2008-09 A 2009-10 B

University of New BrunswickFredericton CampusStudent Enrolment

Other Revenue Other Revenue has traditionally represented nearly 6% of budgeted revenues on the Fredericton Campus. In 2009-10, Other Revenue has decreased by $0.2 Million (or 2.2%). Other Revenue is comprised of the following items:

FrederictonApproved

BudgetProposed

Budget2008-09 2009-10

(Restated) Dollars PercentIndirect Costs of Research $3,294.3 $3,267.1 ($27.3) (0.8%)Short-term Investm ent Incom e 1,315.4 725.0 (590.4) (44.9%)Managem ent Fees from Related Units 379.7 561.1 181.3 47.8%Contribution from Saint John Cam pus 721.4 743.0 21.6 3.0%Contract Overhead (Net of distributions) 552.0 441.6 (110.4) (20.0%)Com m issions and Rental Incom e 868.2 924.9 56.7 6.5%Parking Fees and Fines 374.8 412.6 37.8 10.1%Application Fees 305.0 305.0 0.0 0.0%All other - 260.0 260.0Total $7,810.8 $7,640.2 ($170.7) (2.2%)

Increase(Decrease)

Major drivers of this decrease are:

• Short-term Investment Income is expected to decrease significantly due to the lower market rates on Campus cash balances as well as lower cash balances. Cash balances are expected to decline as a result of declining revenues, large capital projects and a change in recent government funding patterns.

• Contract overhead is expected to decline as governments and companies normally associated with these contracts adjust to deteriorating financial conditions in the region.

This is partially offset by: • The implementation of a new Student Health Services Fee.

Other Revenue amounts flow to the central budget of the Fredericton Campus and become available to offset all other expenditures. In addition to these centrally budgeted amounts, Faculties and support departments generate $20.9 Million of revenues and/or cost recoveries which directly offset expenditure within their own budgets.


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Revenue Proposals The following are included in this year’s budget package:

• A proposal to Implement a Student Health Services Fee; • A proposal to Implement a Prior Learning Assessment Fee; • A proposal to Standardize Distance Education Fees; • A proposal to Standardize Online Course Fees; • A proposal to Amend Application for Admission Fee (International, Undergraduate) • A proposal to Amend Confirmation Fees (Bachelor of Nursing); • A proposal to Amend Masters of Business Administration Fees; • A proposal to Amend Parchment Replacement Fees; • A proposal to Amend Parking Fees; and, • A proposal to Amend Transcript Fees.

The Fredericton Campus Budget Management Committee recommends approval of these ten proposals.

Expenses Overall expenses (including Ancillary Operations and In-Year Priority Allocations) for the Fredericton Campus are budgeted at $132.6 Million. This represents an increase of $2.5 Million (or 1.9%) over the 2008-09 budget. This rate of growth in Expenses compares to 2.7% in the prior year. The following table illustrates the composition of budgeted Expenses and provides a year-to-year comparison of each major category:

Fredericton CampusApproved

Budget Approved

Budget Proposed

Budget 2007/08 2008/09 2009/10

(Restated) (Restated) Dollars Percent

Facilities and Departm ental Costs $69,675.4 $70,761.4 $72,145.0 $1,383.6 2.0%Academ ic and Student Support 23,343.8 24,116.6 24,449.1 $332.5 1.4%Adm inistration and Developm ent 18,961.8 19,288.8 19,534.5 $245.7 1.3%Maintenance and Utilities 12,832.8 13,503.1 13,992.2 $489.1 3.6%Total Operating Expenses 124,813.8 127,669.9 130,120.8 $2,450.9 1.9%

Ancillary Operations (Net) 914.9 1,549.7 1,532.2 ($17.5) (1.1%)In-Year Priority Allocations 987.0 890.1 973.3 $83.2 9.3%

Total Expenses $126,715.7 $130,109.7 $132,626.3 $2,516.6 1.9%

Increase(Decrease)

As in prior years, there has been a tremendous amount of pressure on Expenses leading into the 2009-10 budget. Excluding the normal economic and progress-through-range increases associated with our human resources, the 2009-10 budget assumes an increase in employer contributions related to the Public Service Superannuation Act (i.e. pension plan applicable to non-academic employees on the Fredericton Campus) from 135.6% of employee contributions to 144.1% (or an increase of 6.3% over prior year). This year’s budget also assumes incremental ongoing and one-time costs related to the transition between presidents as well as one-time legal costs related to a number of collective bargaining processes currently either underway or about to begin.


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Without mitigation, it is estimated that the Fredericton Campus would have had an additional $2.0 Million of ongoing expenses as well as over $0.8 Million of one-time expenses. This would have represented an increase of $5.4 Million (or 4.1%) over the 2008-09 budget.

Operating Expenses Operating Expenses of the Fredericton Campus are budgeted at $130.2 Million. This represents an increase of $2.5 Million (or 2.0%) over the 2008-09 budget. Operating Expenses are comprised of the following major categories:

55.4%

18.8%

15.0%

10.8%

University of New BrunswickFredericton CampusComposition of Operating Expenses2009-10 Budget

Facilities and Departmental Costs Academic and Student SupportAdministration and Development Maintenance and Utilities


BudgetApproved

BudgetProposed Budget

2007-08 2008-09 2009-10(Restated) (Restated)

Facilities and Departm ental Costs 55.8% 55.4% 55.4%Academ ic and Student Support 18.7% 18.9% 18.8%Adm inistration and Developm ent 15.2% 15.1% 15.0%Maintenance and Utilities 10.3% 10.6% 10.8%Total Operating Expenses 100.0% 100.0% 100.0%

Faculties and Departmental Costs

Approved Proposed 2008-09 2009-10

(Restated)

($000) $1,086.0 $1,383.6Percent 1.6% 2.0%

Year to Year Increase(Decrease)

Facilities and Departmental CostsBudgeted Changed from Previous Year

Faculties and Departmental Costs for the Fredericton Campus are budgeted at $72.1 Million. This represents an increase of $1,384 K (or 2.0%) over the 2008-09 budget. This rate of growth compares to 1.6% 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). Only 12% of costs within this category are non-salary in nature. This category is subject to the normal increases related to human resources and non-salary inflationary pressures, which unmitigated, would have resulted in a 5.0% growth over 2008-09. This growth is primarily made up of:


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• A $3.5 Million (or 5.0%) increase in operating costs To mitigate these pressures,

• The Vice-President Fredericton (Academic) assigned all Faculties and related departments an ongoing budget reduction of $1.2 Million (or approx. 1.7% of the 2008-09 budget). While all units accepted the need for this ongoing budget reduction, two units requested a one-year deferral (totaling $0.2 Million), offering instead one-time funding in lieu so as to balance this year’s budget.

• Due to extreme uncertainty associated with the current recessionary environment, university management has recommended no economic adjustment to salaries for the next two years. This measure would apply to the President, Vice-Presidents, Deans and Directors as well as non-bargaining employees. This also forms the basis of the financial mandate for all collective bargaining during the same period. Progress-through-ranks amounts continue to be provided in the budget according to the current collective agreement with faculty.

These budgets include cost recoveries of $2.3 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 $0.5 Million of non-academic positions recoverable in a similar manner. These budgets also include an additional $9.4 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

Proposed Budget

2008-09 2009-10(Restated)

($000) $772.8 $332.5Percent 3.3% 1.4%


Budgeted Changed from Previous YearAcademic and Student Support

Academic and Student Support for the Fredericton Campus is budgeted at $24.4 Million. This represents an increase of $333 K (or 1.4%) over the 2008-09 budget. This rate of growth compares to 3.3% in the prior year. This category of expense includes operating budget contributions towards graduate research assistantships (GRA), teaching assistantships (GTA), undergraduate scholarships as well as costs associated with offices oriented toward academic and student support like the Vice-President (Research), Associated Vice-President Academic (Learning Environment), Centre for Enhanced Teaching and Learning, Student Affairs and Services and libraries on the Fredericton Campus. In the 2009-10 budget, direct funding to students make up at least 20% this category of expenses. Undergraduate scholarships have been increased by $277 K in order to continue implementation of our renewable scholarship program. Graduate Research Assistantships (GRAs) and Teaching Assistantships (GTAs) have also been increased by almost $98 K.


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This category is subject to the normal increases related to human resources and non-salary inflationary pressures, which unmitigated, would have resulted in a 2.7% growth over 2008-09. This growth is primarily made up of:

• A $0.7 Million (or 2.7%) increase in operating costs. To mitigate these pressures,

• The Vice-President Fredericton (Academic) assigned all units in this category an ongoing budget reduction of $0.1 Million (or 0.6%). Priority student programs within this category were protected from the impact of this cut through reductions in other areas.

• Due to extreme uncertainty associated with the current recessionary environment, university management has recommended no economic adjustment to salaries for the next two years. This measure would apply to the President, Vice-Presidents, Deans and Directors as well as non-bargaining employees. This also forms the basis of the financial mandate for all collective bargaining during the same period.

This category also reflects: • Decrease of $0.2 Million (or 0.7%) of one-time funding3 from this category in support of capital

projects.

Administration and Development Services

Approved Budget

Proposed Budget

2008-09 2009-10(Restated)

($000) $327.0 $245.7Percent 1.7% 1.3%

Budgeted Changed from Previous YearAdministrative and Development


Administrative and Development Services for the Fredericton Campus is budgeted at $19.5 Million. This represents an increase of $246 K (or 1.3%) over the 2008-09 budget. This rate of growth compares to 1.7% 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 President, Vice-President (Finance & Corporate Services)4, Vice-President Fredericton (Academic), Associated Vice-President (Capital Planning & Property Development), the Chief Advancement Officer5, and Integrated Technology Services.

3 Indirect Costs of Research redeployed to debt service in support of the Currie building. 4 The Vice-President (Finance and Corporate Services) budget portfolio includes Financial Services, Human Resources and Organizational Development, Risk Management including Campus Safety, and the Institutional Research Office. 5 The Chief Advancement Office budget portfolio includes Alumni, Development & Donor Relations, Government Relations Office and Communications & Marketing.


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This category is subject to the normal increases related to human resources and non-salary inflationary pressures, which unmitigated, would have resulted in a 4.9% growth over 2008-09. This growth is primarily made up of:

• A $0.9 Million (or 3.5%) increase in operating costs. To mitigate these pressures,

• The Vice-President (Finance & Corporate Services) and Vice-President Fredericton (Academic) assigned all units in this category an ongoing budget reduction of $0.5 Million (or 2.3%).

• Due to extreme uncertainty associated with the current recessionary environment, university management has recommended no economic adjustment to salaries for the next two years. This measure would apply to the President, Vice-Presidents, Deans and Directors as well as non-bargaining employees. This also forms the basis of the financial mandate for all collective bargaining during the same period.

This category also reflects: • Increase of $0.3 Million (or 1.4%) related to the transition of our University presidents.

Maintenance and Utilities

Approved Budget

Proposed Budget

2008-09 2009-10(Restated)

($000) $670.3 $489.1Percent 5.2% 3.6%


Budgeted Changed from Previous YearMaintenance and Utilities

Maintenance and Utilities for the Fredericton Campus are budgeted at $14.0 Million. This represents an increase of $489 K (or 3.6%) over the 2008-09 budget. This rate of growth compares to 5.2% in the prior year. The majority of this category of expenses is allocated to Buildings & Grounds (i.e. operational maintenance and cleaning). These costs represent 54% of all costs in Maintenance and Utilities. This category is generally subject to the normal increases related to human resources and non-salary inflationary pressures (originally estimated at 4.0%), however, our Physical Plant was asked to mitigate cost increases for the 2009-10 budget. This resulted in a decrease in ongoing operating costs of $228.1 K. The remainder of this budget is comprised of 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 45% 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. It is interesting to note that last year’s (2008-09’s) budget variance of $638.9 K was almost entirely attributable to the increase in fuel prices while in 2009-10 the recessionary environment has kept fuel prices relatively lower and stable. Utilities are only expected to increase by $261 K in 2009-10.


Page 18 of 47

While the Fredericton Campus relies on a variety of fuels, fuel purchases are generally indexed on the world oil market. Every 1 cent change in the price of No. 6 Oil represents almost $30,000 of impact on the Fredericton Campus’ operating budget: the Fredericton Campus currently relies on No. 6 Oil for 49% of its heating load and is estimating it will use over 5.7 Million Litres in 2009/10. A Board of Governors-approved energy management program has been in place for a number of years on the Fredericton Campus. Avoided costs (savings) for this program are estimated at $796 K per year. A proposal has been submitted to the University Board of Governors to extend and expand the energy management program through additional investments in more projects designed to save energy costs.

Ancillary Operations (Net) Certain of the Fredericton Campus operations 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:


BudgetApproved

BudgetProposed

Budget2007-08 2008-09 2009-10

(Restated) (Restated) ($000) Percent

Residential Life, Cam pus and Conference Services $603.7 $1,025.6 $942.3 ($83.3) (8.1%)Wu Conference Centre (70.9) (51.8) (20.2) $31.6 (61.0%)Aitken University Centre 331.9 546.1 586.2 $40.1 7.3%Bookstore (Com puter Division only) 50.3 29.8 24.0 ($5.8) (19.5%)Total Operating Expenses $915.0 $1,549.7 $1,532.3 ($17.4) (1.1%)

Increase(Decrease)

These units are expected to either remain self-sustaining or generate a small contribution towards the Fredericton Campus. To that end, the Fredericton Campus has now assigned responsibility for all of these units to the Residential Life, Campus and Conference Services portfolio in an effort to promote synergies and a business-orientation. This budget package contains a separate section which describes the Fredericton residence system, including details about revenues, proposed fees, expenses and capital investment requirements. This package outlines the reasons for the budget shortfall of almost $0.9 Million including occupancy rates, costs of utilities and major capital improvement costs. The Aitken University Centre (“AUC”) is budgeted as a net cost to the Fredericton Campus of $0.6 Million. Major drivers of this net cost include increased operational costs, utilities and heating costs and increasing maintenance costs as the facility ages. During the summer of 2009, the AUC will be closed in order to replace the ice surface infrastructure, (using University Deferred Maintenance Program funding). This closure is budgeted to impact normal summer revenues. Revenue options are limited and the local market will become increasingly competitive with the addition of new recreational and conference facilities by the City of Fredericton. Ancillary units are not eligible for any government funding related to infrastructure renewal. 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 surplus funds to address renewal requirements.

Page 19 of 47


Fredericton Campus

2009-10 Operating Budget Statement

University of New Brunswick Fredericton Campus 2009-10 Operating Budget ($000’s)

Page 20 of 47

Approved Budget

Proposed Budget

2008-2009 2009-2010 Dollars PercentRevenue

Provincial Operating Grant $81,229.8 $83,744.9 $2,515.1 3.1%Tuition Revenue 40,381.9 38,085.5 (2,296.4) (5.7%)Other Revenue 7,810.8 7,640.2 (170.6) (2.2%)Total Revenue 129,422.5 129,470.6 48.1 0.0%

Expense

Academic and ResearchFaculties and Departmental Costs 70,761.4 72,145.0 1,383.6 2.0%Academic and Student Support 24,116.6 24,449.1 332.5 1.4%Sub-total 94,878.0 96,594.1 1,716.1 1.8%

Administration and Support ServicesAdministration and Development 19,288.9 19,534.5 245.6 1.3%Maintenance and Utilities 13,503.1 13,992.2 489.1 3.6%Sub-total 32,792.0 33,526.7 734.7 2.2%

Total Operating Expense 127,670.0 130,120.8 2,450.8 1.9%

Ancillary Operations (Net) 1,549.7 1,532.2 (17.5) (1.1%)In-Year Priority Allocations 890.1 973.3 83.2 9.3%

Total Expense 130,109.8 132,626.3 2,516.5 1.9%

(Deficit) before One-Time Items (687.3) (3,155.7) (2,468.3) 359.1%

One Time Items:Special allocation to Recruitment & Retention (375.3) 0.0 375.3Savings from Deferral of Vacant/Term Positions 0.0 827.3 827.3Suspension of Priority Allocations 877.6 0.0 (877.6)

Utilization of Internal Reserves 200.0 0.0 (200.0)Sub-total 702.3 827.3 125.0

(Deficit) $15.0 ($2,328.4) ($2,343.3)

(Deficit) as a Percentage of Revenues 0.0% (1.8%)

Note: Fredericton Campus includes University-wide operations.

Increase(Decrease)

Page 21 of 47


Fredericton Campus

2009-10 Revenue Proposals

University of New Brunswick Fredericton Campus 2009-10 Capital Budget

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Proposal to Implement a Student Health Services Fee

Applicability:

• Fredericton and Saint John Campuses

Recommendation: Effective September 1, 2009, it is recommended that the Board approve a Student Health Services Fee of:

• $25 per term for full-time undergraduate student (two terms);

• $16.50 per term for full-time research-based graduate student (three terms);

• $16.50 per term for continuing research-based graduate student (three terms);

• $8.25 per term for part-time research-based graduate student (three terms); and,

• $5.00 per course for part-time undergraduate and all course-based graduate programs.

Background: The University of New Brunswick (UNB) and its students have long-recognized the value-add of certain front-line student support services. The first of such examples would be the student health centers residing on each of the Fredericton and Saint John Campus.

The gross cost of providing students with their student health centers is $1.1 Million ($994.2 K6 or 90% in Fredericton / $114.6 K or 10% in Saint John). Net of recoveries from the Province7, the University provides these services for $382.6 K for both campuses – a large portion of which are support salaries, benefits and direct non-salary.

In today’s fiscal environment, it is exceptionally difficult to expand this limited operating budget contribution. The opportunity for revenue generation in this area is limited. There is continued ongoing pressure on the costs, direct and indirect, related to providing these services. Given today’s fiscal context, there is extreme pressure to reduce budgets- not expand them.

For instance, the Fredericton Campus will experience ongoing maintenance and utilities related to the relocation of the Fredericton Campus student health centre from its existing location to an expanded location in the renovated Jones House- a building recently repurposed in part, by the Fredericton Campus8. This new cost is in addition to Fredericton’s $250.1 K of direct student health centre costs. In order to provide stable service to full-time students, and to provide improved health education and promotion to all students, it is important that these services remain funded in an ongoing manner. This will help mitigate any potential negative impact on patient wait times, as well as the breadth and depth of services provided.

6 On the Fredericton Campus, $861.7 K is budgeted directly in the Student Health Centre while $96.5 K has been absorbed into the Campus Fringe Benefit provision and $36.0 K absorbed within Physical Plant. 7 Related to physicians and related billings in Fredericton. 8 From Residential Life, Campus and Conference Services.


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Based on 2008-09 enrolment, it is estimated that this fee would generate approximately $487.6 K ($373.7 or 77% in Fredericton / $113.9 or 23% in Saint John.)9

The implementation of this fee will not materially impact UNB’s competitive position with regard to ancillary and other fees as compared to other universities in Canada.

9 In Fredericton, it is expected that $269 K would offset existing costs while $104 K would support an ongoing clinic manager and benefits for a Nurse Practitioner recently seconded. It is expected that Saint John’s will offset existing costs.


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Proposal to Implement a Prior Learning Assessment Fee Applicability:

• Fredericton Campus

Recommendation: Effective September 1, 2009, it is recommended that the Board approve a Prior Learning Assessment Fee of $400.

Background: In some circumstances, UNB students or students in the process of applying to a UNB program may have attained university-level learning through means other than formal university courses. UNB has a progressive Prior Learning Assessment policy whereby a student's previous learning can be evaluated and may be credited towards a specific program of study. Prior Learning Assessment (PLA) refers to the systematic evaluation of learning which an individual has achieved through work, life and educational experiences, and the relating of that learning to the expected learning outcomes of courses and programs in which the individual is enrolled at UNB for the purpose of granting credit where appropriate.

The College of Extended Learning administers this process for the Fredericton Campus. While UNB’s current PLA policy provides for a potential service fee, there is currently no charge to individuals receiving PLAs on the Fredericton Campus however each PLA can involve multiple student consultations. In 2006, the College of Extended Learning completed a review of PLA processes at UNB from 1998-2004 and concluded that both CEL and the various Faculties involved require increased resources in order to effectively administer UNB’s Prior Learning Assessment policy.

The implementation of a fee will mitigate some, but not all, of the costs to provide this service. In recent years, most Canadian universities implemented PLA fees due to the administrative effort involved. PLA fees range $250-$500. The College of Extended Learning has estimated that it will perform approximately 20 PLA’s per annum.

Fee revenue will be shared equally between the College of Extended Learning and the Faculty(s) involved with each Prior Learning Assessment.


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Proposal to Standardize Distance Education Fees Applicability: • Fredericton Campus

Recommendation: Effective September 1, 2009, it is recommended that the Board approve the standardization of distance education fees10:

Fee per registration 2008-2009 Rates 2009-2010 Rates

Tele-distance fee (Toronto-based applicants) $50 $50

Tele-distance fee (Maritime-based applicants) $0 $50

Background: Distance Education is currently undertaken through various media. Examples can include conference call and video-conference. Current Distance Education Fees may vary but are commonly applied based on specific agreements with external parties such as the Toronto-based courses administered as part of UNB’s agreement with Humber College. For these specific courses, offering a course in Toronto adds $50 to the cost of the course (per registrant).

This proposal recommends simplification of fees through the application of a common distance education fee of $50 for all distance education courses. This would also prevent any perceived inequity in existing courses/programs and more closely match revenue to the actual cost of both technology and human resources which regularly interface with the student.

Most Canadian universities have a form of online/distance education fees in addition to their tuition fees. These fees range from $50-$160 per course.

As with the existing fee, fee revenue will remain allocated to the College of Extended Learning in order to offset the cost of providing services.

10 Faculty of Nursing government contracts and other pre-existing agreements will be grandfathered in at the previous fee schedule.


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Proposal to Standardize Administration and Technology Fees for Online Courses Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve the standardization of administration and technology fees for online course11:

Fee per registration 2008-2009 Rates 2009-2010 Rates

Online Access Learning Program (OALP) $40 $100

Web-based $0 $100

Masters of Education Online12 $100 $100

Background: UNB currently has three online course-delivery streams and has implemented three different administrative and technology fees for online courses. Administration and technology fees for online course vary in cost from $0- $100 per course.

UNB Online has been established to improve and grow outreach programming offered by UNB. As part of its mandate, UNB Online will establish quality assurance standards to be applied to both current and future courses/programs as well as provide a simple interface with potential students. As UNB Online is implemented, existing “web-based” and OALP courses will be migrated to the UNB Online format- requiring only one “UNB Online” administrative and technology fee.

This proposal begins that process by harmonizing existing administrative and technology fees in place on the Fredericton Campus at $100. This would prevent any perceived fee inequity in existing courses/programs and more closely match the revenue to the actual cost of both technology infrastructure and human resources which regularly interface with the student.

Most Canadian universities have online fees in addition to their tuition fees. Examples: Athabasca at $555 tuition + $160 online fee per course; Acadia at $589 tuition + $56 online fee per course.

As with the existing fees, fee revenue will remain allocated to the College of Extended Learning in order to offset the cost of providing services.

11 Faculty of Education online instructor development and other pre-existing partnerships/contracted services will be grandfathered in at the previous fee schedule. 12 This fee was approved in 2008-09 by the Board of Governors.


Page 27 of 47

Proposal to Amend Application for Admission Fee (International, Undergraduate)

Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve an increase to the Application for Admission Fee related to International Undergraduate students from $45 to $60.

Background: In the past few years, UNB has experienced a significant increase in the number of offers of admission to international, undergraduate students. As compared to domestic, undergraduate applicants, the processing, assessment and follow-up regarding international applicants require considerably more resources.

Only one of these factors is the cost of courier services. In order to provide a timely admission offer, both the Fredericton and Saint John Campus use courier services (rather than regular mail) to ensure that the documents are received as quickly as possible as well as by the intended individual. In order to compensate for these additional costs, we are recommending an increase in the Application for Admission Fee related to these students on processing the Applications.

On the Fredericton Campus alone, courier charges have increased from less than $3,000 to an estimated $12,000 for the 2009-10 applications. Registrar’s Offices on both campuses have attempted to collect the courier fee from applicants, but this has proven very difficult. In recent years, both campuses have been forced to absorb these increasing costs within declining budgets and this is simply no longer achievable.

Increasing the application fee from $45 to $60 would provide up to an additional $32,000 (approximately $16,000 to each campus) that could be used to offset additional costs related to undergraduate international Applications including courier expenses. While this increase would not entirely offset additional costs related to international Applications, UNB is conscious that a larger increase may have a negative impact on the number of applicants.

UNB is evaluating the use of Adobe Portable Document Format (.pdf) letters for these Admissions in order to provide an even more timely service as well as to reduce costs. It is not foreseen that this will completely eliminate courier charges. (Memorial University has had some success in this area and UNB will be consulting with their international admissions staff.)

Traditionally, application fees are credited to the central revenue of each Campus. This proposal presupposes that any incremental revenues raised by an approval of this fee increase would be credited to the Registrar’s Office on the Fredericton Campus (where related costs are incurred directly within the Registrar’s Offices) and to central revenues on the Saint John Campus.


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Proposal to Amend Confirmation Fees Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve an increase to the Confirmation Fee related to the Bachelor of Nursing (including Advanced Standing Program) from $100 to $250.

Background: This non-refundable fee is payable by each student once offer of admission has been made to the Bachelor of Nursing program in order to guarantee their place in the upcoming academic year. The fee is only payable once for a student admitted to a typical four-year program but may apply to students who apply for admission (“switch”) to new programs in subsequent years of their university experience. This fee is essentially a deposit against tuition and is credited to the student account pending registration at the beginning of the Term. Students who do not register forfeit the confirmation fee.

This fee increase is being proposed to provide incentive to students offered admission to attend. The number of students who pay the current $100 non-refundable confirmation fee but then do not attend when the program begins is increasingly problematic. This has affected the way the Faculty of Nursing in Fredericton and Department of Nursing in Saint John are able to manage waitlists for both of these high-demand programs. Managing enrolment, while always crucial, is especially so given the provincial funding agreement which links government funding to enrolment for the Bachelor of Nursing program.

Traditionally, only forfeited confirmation fees are credited to the central revenue of each of the Fredericton and Saint John Campuses. This change will provide no significant incremental revenues to the University.


Page 29 of 47

Proposal to Amend Masters of Business Administration Fees Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve an increase to the Graduate Tuition Fee per Course for the Masters of Business Administration from $738 to $838.

Background: In addition to the regular Graduate Tuition per Course of $690, Masters of Business Administration (MBA) students on the Fredericton Campus pay a “tuition differential” of $48 which has increased annually at the same rate as basic tuition, but which has not otherwise been reviewed since its implementation (over 8 years ago).

The FBA is proposing an increase due to a(n):

1) Change in the MBA market. UNB now has one of the lowest priced programs in the region, if not the country.

2) Revision to the Curriculum (Fall 2009). As part of the new curriculum, there is a two course sequence of “Professional Development” requiring some sessions which are off-site and expensive to properly offer. This year, the approximate total cost of these professional development sections alone was $32,000.

3) Decrease in the number of courses (from 20 to 18) - reducing differential revenues to the Faculty from this course-based program.

4) Ongoing interest in partnership programs. The Faculty of Business Administration partners in several joint programs, such as the MBA in Sport and Recreation Management, the MBA/LLB and the soon-to-be-launched MBA in Engineering Management. For these programs, students take only the 12 required courses from the Faculty with the remainder taken at the partner Faculty. Higher enrolment in these areas, as opposed to the traditional MBA, can limit the differential revenues returned to the Faculty of Business Administration.

5) Requirement for Resource Stabilization. The Faculty of Business Administration is committed to using these revenues to stabilize program funding (both graduate and undergraduate) after significant budget reductions for the 2009-10 academic year.

Annual tuition for a current MBA student is $7,380 for a full-time student, and total tuition for the two year program is $14,760. The proposed per course fee would increase the annual full-time tuition to $8,380 and total (for the two year program) $16,760.13

UNBF has historically tracked Saint Mary’s and Dalhousie MBA fees as we regard those institutions as our primary regional competitors. Dalhousie recently increased the MBA tuition significantly: annual tuition is $19,000, it is a two year program so total tuition is $38,000. Saint Mary’s tuition is currently very low—total tuition for the two year program is approximately $12,000.

13 The increase should also be applied to the fees in the MBA-Engineering program.


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Our sister Faculty of Business at UNBSJ sets their MBA fees independently. Their 12 month full time program has a tuition fee of $18,000. The part time, per course fee is identical to ours at $738.

Also of interest is Lansbridge University, (online institution operating out of Fredericton,) charges approximately $22,000 for their MBA program. On the national scene, top MBA providers charge hefty fees. Queens charges $60,000, albeit that is “all in” and includes books and other instructional supplies. Ivey’s (Western Ontario) domestic tuition is $64,000; Schulich (York) $44,000; Rotman (Toronto) $68,000; Sauder (UBC) $39,000. Further, Wilfred Laurier charges $20,000; and Telfer (Ottawa) $24,000.

Our proposed increase in tuition will not markedly change our position in the MBA market. There may be a slight short-term decline in our enrolment as the market adjusts to our new pricing. However, it is important to recognize that, notwithstanding the fee structure at SMU, that UNBF fees will still be among the lowest in the region and the country.

Incremental tuition revenue raised by approval of this proposal shall be returned to the Faculty of Business Administration.


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Proposal to Amend Parchment Replacement Fee

Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve an increase to the Parchment Replacement Fee from $20 to $50.

Background: All parchment production and replacements are managed by the Registrar’s Office at UNB Fredericton. The current fee for parchment replacement is $20 and has not been reviewed for over 11 years. A recent survey on parchment fees submitted by UNB to the national Registrars listserv provided the following:

• 50 institutions responded with 28 institutions charging more than $50, 21 charging less and 1 institution collecting for this service under a “general registration services” fee.

• The minimum fee at these institutions is $10; the maximum is $100; average $46.

As with the current Parchment Replacement Fee, revenue related to this service will continue to be allocated to the Registrar’s Office at UNB Fredericton to offset the reasonable costs of providing this service.


Page 32 of 47

Proposal to Amend Parking Fees

Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve inflationary increases to the following parking fees (including applicable Harmonized Sales Tax):

2008-2009 Rates 2009-2010 Rates

12 month permit14 $196 $200

8 month permit - faculty/staff1 $133 $136

8 month permit - students1 $77 $79

4 month permit - faculty/staff1 $92 $94

4 month permit - part-time faculty/staff1 $64 $65

4 month permit - students1 $56 $57

1 month permit $26 $27

Daily visitor pass $4 $4

Replacement of permit $10 $10

Fines (Tier 1 / Tier 2) $15/$30 $15/$30

Background:

These proposed rates represent an overall 2.3% increase to parking rates for 2009-10. Employees are able to utilize payroll deductions over a maximum of 16 pay periods to purchase their permits.

14 Per vehicle.


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Proposal to Amend Transcript Fees Applicability:


Recommendation: Effective September 1, 2009, it is recommended that the Board approve an increase to Transcript Fees $5 for the first transcript (and $3 for each additional in the same order) to $6 per transcript (and per copy additional in the same order).

Background: Transcript requests and production are managed by the Registrar’s Offices on each of the Fredericton and Saint John Campuses. The current transcript fee has not been reviewed for 5 years in spite of inflationary pressures on the cost of offering the service since that time. A recent survey of national Registrars indicates that transcript fees in the Atlantic region are $5 for each transcript, while the fee approaches $10 across Ontario and through Western Canada. A number of institutions recover the cost of this service through a “general registration services” fee.

Total transcript fees for the 2008 calendar year for Fredericton were just over $79,000 ($66,000 in Fredericton and $13,000 in Saint John). The proposed increase would result in $49,000 of additional revenue ($30,000 in Fredericton and $19,000 in Saint John.)

In addition to helping ensure that this fee more accurately reflects the actual costs of providing the service, the increased revenue would assist each Registrar in meeting service requirements within the current fiscal environment (reduced and decreasing support from the operating budget of the University) including unrecovered costs related to processing, assessing and follow-up of Applications for Admissions related to international, undergraduate students.

Consistent with current Transcript Fee revenue, revenue related to this service will continue to be allocated directly to the Registrar’s Office on the Fredericton Campus and to central revenues on the Saint John Campus.

Page 34 of 47


Fredericton Campus

2009-10 Capital Budget

University of New Brunswick Fredericton Campus Capital Budget Overview

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Capital Budget Overview The 2009-10 Fredericton Campus capital budget totals $50.7 Million. This represents an increase over the 2008-09 budget of $32.1 Million (or 172%). This increase is largely attributable to new construction regarding the Richard J. Currie Centre as well as the new University Deferred Maintenance Program. The following table provides a comparison of the 2009-10 capital budget to the 2008-09 budget:

(Thousands of dollars) 2009‐10 2008‐09 $ %

Building & SpaceSpecial Funding 29,468$ 11,792$ 17,676$ 149.9%University Deferred Maintenance Program 13,415 ‐ 13,415 Alteration & Renovation 2,067 2,005 62 3.1%Infrastructure Renewal (Supplemental) Fee 1,353 1,353 ‐ 0.0%Operating Budget‐ Residence Capital Program 800 800 ‐ 0.0%Heritage Funds (Woodlot) Cash Flows 540 300 240 80.0%Balances carried forward from previous years 423 ‐ 423 Operating Budget 414 250 164 65.6%

48,480 16,500 31,980 193.8%

Equipment & TechnologyNon‐Space 1,823 1,756 67 3.8%Student Technology Fee 400 370 30 8.1%

2,223 2,126 97 4.6%

Grand Total 50,703$ 18,626$ 32,077$ 172.2%

Inc(Dec)

The following chart compares the current capital plan (including the 2009-10 capital budget) to activity in prior years:

Building & Space Program including current three-year Capital Plan

Equipment & Technology Program

1,973 6,296

2,804 6,003 6,144 8,742 4,708

19,012 18,423

5,108

8,600 5,100 11,792

29,468

4,421

$0

$5,000

$10,000

$15,000

$20,000

$25,000

$30,000

$35,000

$40,000

$45,000

$50,000

$55,000

2002-03A 2003-04A 2004-05A 2005-06A 2006-07A 2007-08A 2008-09F 2009-10B 2010-11B 2011-12B

Tho

ursa

nds

of D

olla

rs

Major Maintenance, Infrastructure Renewal and Improvements New Construction

850 850 850 650 650 650 650 650

1,079 998 1,136 1,392 1,445 1,441 1,476 1,573

$0

$250

$500

$750

$1,000

$1,250

$1,500

$1,750

$2,000

$2,250

$2,500

2002-03A 2003-04A 2004-05A 2005-06A 2006-07A 2007-08A 2008-09F 2009-10B

Tho

ursa

nds

of D

olla

rs

Library Acquisitions Equipment & Technology


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The Fredericton Campus $50.7 Million capital program ($48.5 Million of Building & Space; $2.2 Million of Equipment & Technology) is detailed in the following table:

Operating Budget and Special Funding UDMP A&R

Supplemental Fee

Woodlot Cash Flow

Budget Carry

Forwards

Total Building & Space

Equipment &

TechnologyRenewal and Replacement (Regular Capital Funds)‐ Buildings and Infrastructure Renewal (PP) ‐$ ‐$ 800$ ‐$ ‐$ ‐$ 800$ ‐$ ‐ Residence Capital Program 800 ‐ ‐ ‐ ‐ ‐ 800 ‐ ‐ Accessibility ‐ ‐ ‐ ‐ 100 ‐ 100 ‐ ‐ Campus Master Plan ‐ ‐ ‐ ‐ 100 ‐ 100 ‐ ‐ Asbestos ‐ ‐ ‐ ‐ 100 ‐ 100 ‐ ‐ Wellfield ‐ ‐ ‐ ‐ 75 ‐ 75 ‐ ‐ Reserve for Unplanned Items ‐ ‐ ‐ ‐ 100 ‐ 100 100 ‐ Risk Items ‐ ‐ ‐ ‐ 50 ‐ 50 ‐

800 ‐ 800 ‐ 525 ‐ 2,125 100

Renewal and Replacement (UDMP)‐Infrastructure upgrade (Lower Campus) ‐ 2,000 ‐ ‐ ‐ ‐ 2,000 ‐ ‐Replace #6 Oil Storage Tank (Central Heating Plant) ‐ 1,400 ‐ ‐ ‐ ‐ 1,400 ‐ ‐Roof replacement (Aitken Centre) ‐ 1,000 ‐ ‐ ‐ ‐ 1,000 ‐ ‐Ice surface (slab) replacement (Aitken Centre) ‐ 900 ‐ ‐ ‐ ‐ 900 ‐ ‐Electrical sub‐station upgrade (Phase I) ‐ 800 ‐ ‐ ‐ ‐ 800 ‐ ‐Phase II HDPE watermain upgrade ‐ 700 ‐ ‐ ‐ ‐ 700 ‐ ‐Balance of roof replacement (Head Hall) ‐ 500 ‐ ‐ ‐ ‐ 500 ‐ ‐Steam system brackets/supports ‐ 450 ‐ ‐ ‐ ‐ 450 ‐ ‐New Sprinkler System‐ life safety (MacLaggan) ‐ 350 ‐ ‐ ‐ ‐ 350 ‐ ‐Tunnel top replacement ‐ 350 ‐ ‐ ‐ ‐ 350 ‐ ‐Balance of roof replacement (IUC Forestry) ‐ 300 ‐ ‐ ‐ ‐ 300 ‐ ‐Re‐insulation (Asbestos Abatement) ‐ 300 ‐ ‐ ‐ ‐ 300 ‐ ‐Window and roof replacement (Carleton) ‐ 260 ‐ ‐ ‐ ‐ 260 ‐ ‐Infrastructure upgrade (ITS) ‐ 250 ‐ ‐ ‐ ‐ 250 ‐ ‐Balance of roof replacement (IUC Physics) ‐ 225 ‐ ‐ ‐ ‐ 225 ‐ ‐Water and sewer (Bailey Drive) ‐ 100 ‐ ‐ ‐ ‐ 100 ‐ ‐Upgrade building (Student Union Building) ‐ 100 ‐ ‐ ‐ ‐ 100 ‐ ‐Elevator replacement (Bailey) ‐ 50 ‐ ‐ ‐ ‐ 50 ‐ ‐Window replacement (Tilley) ‐ 50 ‐ ‐ ‐ ‐ 50 ‐ ‐Roof replacement (Tilley) ‐ 50 ‐ ‐ ‐ ‐ 50 ‐ ‐Window replacement (Toole) ‐ 50 ‐ ‐ ‐ ‐ 50 ‐ ‐Campus safety improvements (Risk Management) ‐ 50 ‐ ‐ ‐ ‐ 50 ‐ ‐Emergency power and ancillary equipment (Central Heating Pla ‐ 25 ‐ ‐ ‐ ‐ 25 ‐ ‐Change fluid in 5 elevators (Wellfield) ‐ 20 ‐ ‐ ‐ ‐ 20 ‐

‐ 10,280 ‐ ‐ ‐ ‐ 10,280 ‐

Adaption (mainly from UDMP)‐Student Services Consolidation (Jones) ‐ 1,020 ‐ 700 ‐ ‐ 1,720 ‐ ‐Theatre upgrade (MacLaggan) ‐ 1,174 ‐ 327 ‐ ‐ 1,500 ‐ ‐Theatre upgrade (Tilley) ‐ 574 ‐ 327 ‐ ‐ 900 ‐ ‐Theatre upgrade (Head Hall) ‐ 150 ‐ ‐ ‐ ‐ 150 ‐ ‐Theatre upgrade (Toole) ‐ 46 ‐ ‐ ‐ ‐ 46 ‐

‐ 2,963 ‐ 1,353 ‐ ‐ 4,316 ‐

Special Priorities‐ Richard J. Currie Centre 29,882 ‐ ‐ ‐ ‐ ‐ 29,882 ‐ ‐ Other: Committee Distributions ‐ ‐ 1,000 ‐ ‐ ‐ 1,000 ‐ ‐ Other: Strategic Priorities to be determined ‐ 172 17 ‐ 15 320 524 ‐ ‐ Carleton Elevator ‐ ‐ 250 ‐ ‐ ‐ 250 ‐ ‐ Jones House Phase II overexpenditure ‐ ‐ ‐ ‐ ‐ 103 103 ‐

29,882 172 1,267 ‐ 15 423 31,759 ‐ Equipment & Technology‐ Library Acquisitions ‐ ‐ ‐ ‐ ‐ ‐ ‐ 650 ‐ Fredericton Budget Management Committee Distributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ 487 ‐ Renewal of infrastructure of classrooms and teaching labs ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400 ‐ Student Technology Fee Committee Distributions ‐ ‐ ‐ ‐ ‐ ‐ ‐ 400 ‐ Datatel Active Admissions/CRM Solutions ‐ ‐ ‐ ‐ ‐ ‐ ‐ 111 ‐ Parts & equipment re: maintainance of existing Smart Classroo ‐ ‐ ‐ ‐ ‐ ‐ ‐ 75

‐ ‐ ‐ ‐ ‐ ‐ ‐ 2,123

30,682$ 13,415$ 2,067$ 1,353$ 540$ 423$ 48,480$ 2,223$

Supplementary Schedules: A B

2009‐10


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As part of the 2009-10 Building & Space budget, $1.0 Million was allocated to a competitive budget process. Units on the Fredericton Campus made 77 requests for Building & Space funds totaling $6.1 Million (before matching funds). A similar process was followed for Equipment & Technology funding of approx. $0.5 Million and 95 requests for Equipment & Technology funds (excluding Student Technology Fee) were made totaling $2.2 Million (before matching funds).

Capital Sub-Committee of the Fredericton Budget Management Committee A sub-committee was established to review and prioritize “Building & Space” and “Equipment & Technology” applications and make recommendations to the Fredericton Budget Management Committee. This Committee was comprised of: • Shirley Cleave, PhD, AVP Academic (Learning Environment) • Barbara Nicholson, AVP, Capital Planning &Property Development • Ken Reimer, Director, Centre for Enhanced Teaching and Learning • Peter Jacobs, Director, Communication and Network Services, ITS • Stephanie Slauenwhite, Assistant Dean, Faculty of Arts • Rod Cooper, Assistant Dean, Faculty of Computer Science • Michael Carter, Director, Physical Plant An invitation was extended to the President of the Student Union to participate.

The committee reviewed applications within the framework of the following principles:

1. Previous Earmarking The Committee continues to support the annual earmarking of allocations for accessibility, wellfield maintenance, campus master plan initiatives, risk management, unplanned items (reserve in both the A&R and Non-Space categories), library acquisitions, smart classroom renewal and the renewal of classrooms and teaching labs.

2. One-Time Earmarking This year, the Committee supported the earmarking of a non-space allocation for Integrated Technology Services to support renewal of the University’s mission-critical communications, network and server infrastructure.

3. Priority of Dean’s Council Dean’s Council was asked to provide a prioritized listing of projects for both the A&R and Non-Space categories as input to the recommendations of the sub-committee and Budget Management Committee.

4. Investments to Improving Student, Faculty and Staff Environments Recognizing the importance of continual improvement to our learning, teaching and working spaces and the impact it has on students, staff and faculties.

5. Life Safety Priorities Continuing to address accumulated deferred maintenance. It should be noted the Provincial University Deferred Maintenance Program (UDMP) will provide the University with a significant opportunity to accelerate projects which would have been funded from A&R.

University of New Brunswick Fredericton Campus Schedule A: Alteration & Renovations

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Portfolio/Priority Name Amount ApprovedFR‐Assistant VP (Finance & Corporate Services)Payments counter renovation 11,720$

FR‐Assoc Vice President(Capital Planning & Property Development)A&R 5,940 Carleton Elevator 250,000 Reserve for A&R 13,963

FR‐Centre for Enhanced Teaching & LearningSmart Classroom Renewal 4,650

FR‐Faculty of Artsc140 Classroom upgrade 84,620 Development of the George Frederick Clarke Archaeological Teaching Lab 48,515

FR‐Faculty of Computer ScienceSoundproofing room C317‐ Job. Ref. # T331348 30,810

FR‐Faculty of EducationAuditorium Renovations (Rm 356) 145,800

FR‐Faculty of EngineeringHallway Refurbishment ‐ Old Engineering Building 186,313

FR‐Faculty of ScienceExtensive Research Laboratory Upgrades 50,000 Physics Flooring 3,222

FR‐Harriet Irving Library and BranchesElectrical upgrade to the 3rd and 4th floors of HIL 49,300 Heating for the Science and Forestry Library 90,850

FR‐Integrated Technology ServicesConduit and Cable Tray 25,351

FR‐Physical PlantBailey Hall, Rm 18, replace A/C system T332289 65,000 Bank/Bookstore, replace AC systems T330591 53,000 Bank/Bookstore, replace storefront entrance T330592 131,000 Dept initiatives of equipment specific LOTO & VFA facility renewal database updates T332099 130,000 Forestry/Geology HVAC modifications T332291 86,000 Head Hall HVAC modification T332287 45,000 HIL, replace balance of flush valves T332312 85,000 HIL, upgrade DHW controls, replace condensate pump T332303 43,000 Hot water tank inspection & relining, various bldgs. T326103 100,000 Kierstead Hall, replace entrance slab T332290 50,000 Marshal D'Avray Hall, domestic hot water controls upgrade T332288 20,000 Sanitary/Storm Sewer Rehabilitation, Phase XIII T331441 80,000 Services Bldg., construction new office space T330589 50,000 Tilley Hall, replace corroded floor drains, T332292 40,000

FR‐Vice President (Finance & Corporate Services)Conversion of Lounge space to office space ‐ Room 106 11,300

FR‐Vice President Fredericton (Academic)Phase 2 ‐ Camera Recording & Monitoring Upgrade 400 Priority 2/2 ‐ Floors in Registrar's Offices 67,310 Relocate Camera at Back of SUB 4,000 Security Monitoring Equipment ‐ Maintenance 1/2 5,000

Grand Total 2,067,064$

University of New Brunswick Fredericton Campus Schedule A: Alteration & Renovations

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Notes regarding Alteration & Renovations:

The Fredericton Campus will face significant challenges to schedule and execute the above projects given the number and scope of larger capital projects being schedule for 2009-10. The Provincial Government’s recently informed the University that, for the 2009-10 fiscal year only, on an exceptional basis, Alternation & Renovation funds may be used to fund activities (such as operations), not normally allowed under this funding envelope. At this time, this is not being considered. At the same time, the Provincial Government informed the University that it may opt to request that the carry forward restriction of one year (past the year in which the funding is approved) be extended by one year for this same funding category. At this time, this is not being considered. Given our scheduling challenges, the Campus may defer approximately $500 K of approved 2009-10 projects until they can be successfully executed in 2010-11. Financial flexibility resulting from this deferral may be used to backstop any unforeseen overexpeditures resulting from the larger existing capital projects. Any deferred projects will then be funded from the 2010-11 Alteration & Renovation funding received from the Provincial Government.

University of New Brunswick Fredericton Campus Schedule B: Equipment & Technology

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The following table details the Non-Space capital program, which represents 82% of the Equipment & Technology budget in 2009-10: Portfolio Amount ApprovedFR‐Assistant VP (Finance & Corporate Services)Personal Computers 9,528$

FR‐Assoc Vice President(Capital Planning & Property Development)Reserve for Non‐Space 48,820

FR‐Centre for Enhanced Teaching & LearningPool Loaner Equipment 9,130 Smart Airliner Slate Set 2,745 Smart Classroom Maintenance 18,070 Smart Classroom Renewal 47,738 Video Streaming System 23,060

FR‐Chief Advancement OfficeAlumni Office Technology Upgrade 2,970 E‐Solicitation On‐line Training Resource 1,394

FR‐Faculty of ArtsFaculty of Arts ‐ Computer Equipment ‐ Line Bessery 37,622 Refurbishment of Equipment inTilley 124 7,077 Seminar Boardrooom Tables 6,322

FR‐Faculty of Business AdministrationCrestron Upgrade of SH161 and SH361 11,575 T307 Non Space Furniture 14,650

FR‐Faculty of Computer ScienceComputers for Instructional Lab ITD‐414 45,207

FR‐Faculty of EducationAV for rm 356 51,177

FR‐Faculty of EngineeringFaculty Shop Equipment 4,519 Liquid‐Liquid Extraction Column 77,254 Non‐Space Integrated Electromagnetics & Electronics Lab 48,713 Oscilloscopes for the Vibrations Laboratory 4,158 Rapid Prototyping Machine 55,766

FR‐Faculty of Forestry and Environmental Management#1 of 2 Non‐Space, Smart Classroom Equipment 8,059 #2 of 2 Non‐Space, PCI Geomatica Interlocking devices 1,157

FR‐Faculty of KinesiologyAnalyzer Module for ParvoMedics Metabolic Cart 18,410 Faculty/Staff Computers 19,051 Quad Processor Desktop 7,323

FR‐Faculty of NursingSLRC Printer for Nursing in Fredericton 2,217 Wireless for Nursing in Moncton (3rd floor) 2,356

FR‐Faculty of ScienceBiodiversity Researcher Startup 50,000 Data Studio Implementation 15,368 Graduate office Chairs 3,309 Molecular Biologist startup 50,000


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Portfolio Amount ApprovedFR‐Harriet Irving Library and BranchesChairs for Branches 14,436 Install new light filtering blinds Engineering and HIL 4th fl 9,948 Library Acquisitions 650,000

FR‐Integrated Technology ServicesDatatel Active Admissions/CRM Solutions 111,000 Faculty‐Staff Enterprise Desktop Backup Solution 38,234 Gigabit Network Expansion Phase 1 32,895 Network Monitoring Renewal 18,641 UNB Enterprise Server Replacement 80,230

FR‐Physical PlantCampus Recycling Stations 3,783 Computer Renewal Plan 21,327 Four Post Vehicle Lift 6,929 Tables and Chairs 2,389 Thickness planer and table saw 24,734

FR‐PresidentOffice Chairs for University Secretariat 846

FR‐School of Graduate StudiesComputer 1,554

FR‐Student Affairs and ServicesComputer for Clinic Manager 3,163 Computer for Employment Counselor 1,126 Computer for Head Nurse 2,147 Computer for W&SS Coordinator 1,276 Jones House Priority One 24,144 Laptop computer for Administrative Assistant 1,975 Office furnishings for SAS in Jones 3,150 Purkinje Billing Module 831

FR‐Vice President (Finance & Corporate Services)Computer and Printer grades 4,853 Conversion of Lounge space to office space ‐ Room 106 5,722

FR‐Vice President (Research)Non‐Space Application 7,447

FR‐Vice President Fredericton (Academic)Phase 2 ‐ Camera Recording & Monitoring Upgrade 37,470 Priority 1 Non‐space 8,210

Grand Total 1,823,205$


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The following table details the Student Technology Fee capital program, which represents 18% of the Equipment & Technology budget in 2009-10: Portfolios Amount ApprovedFR‐Centre for Enhanced Teaching & LearningReplacement Clickers 1,172$ Student Loaner Laptops 15,291

FR‐Faculty of Computer ScienceInstructional Lab Projectors 3,479

FR‐Faculty of Engineering20 User License for Working Model Software 4,048 Advanced Indoor Positioning and Navigation Laboratory 10,577 Network Drops for H‐17 1,803 Student Technology Fund #2 ‐ Video Demonstrations 8,922

FR‐Faculty of LawProvide electrical outlets for Law Library study carrels 2,893 Upgrade accessibility software on loaner laptop 1,085

FR‐Faculty of NursingWireless for Nursing in Bathurst 2,904 Wireless for Nursing in Moncton (2nd floor) 4,768

FR‐Faculty of ScienceDigital Imaging Technology for Compound Microscopy ‐ Student Technology Fee Project Fund 2,193 Earth Science Mapping and Processing Software (revised) 2,543 Smart Classroom Update 6,239

FR‐Harriet Irving Library and BranchesCarts for SmartBoards 2,645 Commons Accessibility Centre Workstation 2,663

FR‐Integrated Technology Services3D Scanner (IBME) 4,500 Camera equipment for the Brunswickan 3,478 CHECKBOX Survey Software ‐ Psych Grads 5,428 Computer & networking for MEGSS lounge 670 Computers (3) printer, scanner for Phys Grads 351 Digital Audio recorders ‐ Nursing Resources 238 Freeze Dryer for Bio/Fors Grads 11,258 Lab Renewal ‐ Bathurst Nursing ‐ 8 computers 12,000 Lab Renewal ‐ HB17 ‐ 21 chairs 5,339 Lab Renewal ‐ HD7 ‐ 13 computers & chairs 23,137 Lab Renewal ‐ IUC ‐ 24 computers & chairs 42,714 Lab Renewal ‐ K12 ‐ 13 computers 19,832 Lab Renewal ‐ Moncton Nursing ‐ 10 computers 15,255 Lab Renewal ‐ SUB Atrium Kiosks ‐ 6 computers 8,848 Lab Renewal ‐ SUB Cafeteria Kiosks ‐ 4 computers 5,899 Lab Renewal ‐ T201B ‐ 18 computers and 15 chairs 31,273 Laptop Renewal ‐ HIL 35,839 LCD monitor for ANH 1,044 Microsoft Office 2007 ‐ Public Lab(s) Upgrade 8,136 Multimedia Cart for English Grads 3,467 New Install ‐ Nursing Grads Computers (2) and Printer 2,187 Replacement computer (1) and laptop (1) for SIF 1,750 Replacement computers (3) for SH261 4,500 Software ‐ SPSS Missing Values Module 1,222 SPAM Management Process Improvment 4,104 Wireless Installation 55,225

FR‐PresidentVideo Presentation Equipment 1,693

FR‐Student Affairs and ServicesAssistive Technology for students ‐ digital voice recorders 1,017 Assistive Technology for students ‐ scanner 627 Optimal Resume 10,707

FR‐Vice President (Research)Wireless Network for Institute of Biomedical Engineering 4,600

Grand Total 399,563$

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Fredericton Campus

2009-10 Residence Budget

University of New Brunswick Fredericton Campus Residential Life and Conference Services Budget Overview

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Introduction Residential Life and Conference Services are considered ancillary activities on the Fredericton Campus. This budget includes the traditional academic-year operations of our residence system, the summer conference season and the Wu Conference Centre. These activities, along with the Bookstore and Aitken University Centre, are accountable to the Executive Director of Residential Life, Campus and Conference Services. The Fredericton Campus residence system is comprised of 1,334 rentable beds within 11 residences located in or near the campus core. Beds are often reconfigured to maximize revenue potential based on occupation patterns- as configured in January 2009, 1, 170 beds were available. The current inventory of the Fredericton Campus includes:

• Aitken, Bridges, Harrison, MacKenzie, Neill and Neville/Jones are six traditional undergraduate residences located in the academic core;

• Lady Dunn, Joy Kidd and Tibbits which are three traditional undergraduate residences contained in a single-structure close to the academic core;

• McLeod is a traditional undergraduate residence located slightly off-campus; • Lady Beaverbrook is a traditional undergraduate residence located on the periphery of the Campus; • Maggie Jean is a traditional undergraduate residence located off-campus; • Suite-style residence located close to the academic core; and, • Magee which is an apartment-style residence located slightly off-campus.

Executive Summary • The Residential Life and Conference Services deficit for 2009-10 is budgeted to exceed $922 K (a

decrease over prior year of 5.3%). • Room and Board rates for the traditional undergraduate residences are budgeted to increase by 4.3% in

2009-10 (down slightly from 4.4% in 2009-10). This is comprised of a 5.8% increase to the meal plan and a 3% increase to residence room rates.

• Occupancy of 84% is budgeted for the traditional residences, while the Suite-style and apartments are assumed at over 98% occupancy.


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Governance of Residential Life and Conference Services In addition to its direct reporting relationship to the Vice-President Fredericton (Academic), Residential Life and Conference Services is a member of the Learning Environment, led by the Associate Vice-President Academic (Learning Environment) as well as a member of the Joint Board Senate Residence Committee. In addition, annual consultation is conducted at the Residence Budget Committee and various other residence boards. The following principles have been developed as a result of this governance: Residential Life and Conference Services shall:

• Maintain Accommodation Availability

Residence accommodation should support the enrolment goals of the Fredericton Campus and be available to all prospective and returning students requiring or wishing it. Since 2003, approximately 17% of undergraduate students became part of the residence system. Also since that time, enrolment has dropped by over 1,000 undergraduate headcount- resulting in a 170 bed decrease in demand. Projected enrolment declines are expected to create further reduce the demand for beds. Excess capacity (beds) is expected to exceed 275 by 2016.

• Maintain Accommodation Suitability

Residence inventory should reflect life-long learning and appropriate accommodations reflecting students’ developmental stages. In general, the Fredericton Campus offers a full spectrum of options ranging from “full-support/low-privacy” in the traditional undergraduate residences to “full-independence/high-privacy” in its apartments. However, as with virtually every university in North America, the majority of Campus inventory are double-rooms while there is a greater demand for privacy in general (and washroom privacy in particular) among young adults. Conversion of double-rooms to singles is not a feasible solution in many of our traditional undergraduate residences.

• Maintain Developmental Programming

Student accommodations should encompass stage-appropriate co-curricular and social programming in support of their developmental needs, including physical wellness, psychological and social needs.

• Maintain Room & Board Affordability

Pricing should reflect a fair and attractive price/value relationship. UNB room and board prices should be near the median for the Atlantic universities and be competitive with local off-campus rates. Prices for Campus double-rooms approximate the mean for Atlantic Universities. The price of our singles and supersingles (i.e. double-rooms reconfigured as singles) are at or near the top of the price range for Atlantic universities.


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The following table provides a comparison of Fredericton Campus room and board fees (double-room and 14 meal per week plan) across Atlantic Canada:

2009-10 2008-09 $ %Dalhousie 8,322$ 8,080$ 242$ 3.0%St. Francis-Xavier 8,055 7,820 235 3.0%Acadia 8,004 7,771 233 3.0%University of Prince Edward Island 7,840 7,612 228 3.0%St. Mary's 7,674 7,450 224 3.0%Mt. Allison 7,389 7,174 215 3.0%University of New Brunswick- Fredericton 7,373 7,061 312 4.4%Mount St. Vincent 6,519 6,329 190 3.0%St. Thomas 6,515 6,325 190 3.0%Memorial 5,688 5,522 166 3.0%Average 7,338$ 7,114$

Increase(Decrease)

• Maintain Fiscal Prudence

As an ancillary operation, revenues from residence fees and rents should equal residence expenses over the long term.

• Uphold Cohort Fairness.

Cohorts of incoming and continuing students in residence should receive value in their residence experience commensurate with the resources they contribute (i.e. with the price they pay).

While both of the last two principles suggest that it might be appropriate for “current students” to bear “current costs”, Residential Life and Conference Services estimates that rents would need to be increased by a further $600 (or 8%) to achieve a balanced budget. This would likely lead to decreased occupancy and, perhaps, decreased enrolment – further exacerbating the current challenges.

The following table provides a summary of rate increases for 2009-10 and provides an overall comparison to prior years:

2009-10 2008-09 $ % 2008-09 2007-08 2006-07 2005-06 2004-05 2003-04 2002-03Meal Plan 3,444$ 3,255$ 189$ 5.8%Undergraduate Residence (Two Terms)

Special 5,979 5,805 174 3.0%Single 5,186 5,035 151 3.0%Double 3,920 3,806 114 3.0%

Magee House (Monthly)1 Bedroom 650 631 19 3.0%2 Bedroom 776 753 23 3.1%3 Bedroom 898 872 26 3.0%

Suite-Style Residence (Monthly)Single 737 716 21 2.9%One-Bedroom in Double Suite 637 618 19 3.1%One Bedroom in Triple Suite 568 551 17 3.1%

Overall Room & Board Fees 4.30% 4.40% 4.50% 3.00% 5.57% 5.75% 5.50% 5.00%

Increase(Decrease) in 2009-10 Increase(Decrease) Proposed in Prior Fiscal Years

University of New Brunswick Fredericton Campus Residential Life and Conference Services Consolidated Operating Statement

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2009‐10 2008‐09 $ %RevenueResidence Room & Board 8,156,200$ 7,995,618$ 160,582$ 2.0%Fees 1,157,874 1,121,880 35,994 3.2%Miscellaneous/Sundry 1,033,970 1,004,000 29,970 3.0%Magee House Rent 791,411 806,214 (14,803) (1.8%)Room rental revenue 700,657 693,700 6,957 1.0%Wu Centre‐Internal users 108,450 106,500 1,950 1.8%Coin Laundry Revenue 65,000 65,000 ‐ 0.0%Food Service Rebate 40,000 39,000 1,000 2.6%Vending Machines 24,875 102,000 (77,125) (75.6%)Food Service Revenue 18,500 13,000 5,500 42.3%Residence Damage 5,000 5,000 ‐ 0.0%Conference Operations ‐ 86,500 (86,500) (100.0%)Food Service ‐ (1,000) 1,000 (100.0%)Miscellaneous Leases ‐ 44,500 (44,500) (100.0%)

Revenue Total 12,101,937 12,081,912 20,025 0.2%

ExpenseSupport SalariesNon Academic‐Full Time 1,512,171 1,527,541 (15,370) (1.0%)Pension and Benefits 345,672 298,663 47,009 15.7%Non Academic‐Students 192,426 182,265 10,161 5.6%Non Academic‐Term (>1 year) 100,711 ‐ 100,711 Non Academic‐Overtime 47,549 49,500 (1,951) (3.9%)Non Academic‐Term 17,134 ‐ 17,134 Non Academic‐Term/hourly 10,011 10,000 11 0.1%Non‐acad sal recovery (64,012) ‐ (64,012)

Support Salaries Total 2,161,662 2,067,969 93,693 4.5%

Non‐Salary ExpenseFood Services 3,954,148 3,696,113 258,035 7.0%Debt Repayment‐Principal 1,264,935 453,495 811,440 178.9%Maintenance and Repair 1,200,463 1,391,995 (191,532) (13.8%)Supplies‐Pool 1,064,461 1,077,021 (12,560) (1.2%)Utilities 1,027,690 1,085,938 (58,248) (5.4%)Debt Repayment‐Interest 558,772 1,306,887 (748,115) (57.2%)Debt Repayment 550,000 625,000 (75,000) (12.0%)Furniture & Equipment 295,492 306,462 (10,970) (3.6%)Travel Budget 68,050 75,550 (7,500) (9.9%)Insurance 32,724 32,238 486 1.5%ICR‐Security 31,000 69,493 (38,493) (55.4%)Professional Fees 30,000 30,900 (900) (2.9%)ICR‐Computing Services 30,000 30,000 ‐ 0.0%Membership Fees 3,800 4,650 (850) (18.3%)ICR‐Graphic Services 500 750 (250) (33.3%)ICR‐Web & Media Services 250 500 (250) (50.0%)Room & Building rental ‐ 750 (750) (100.0%)ICR‐Housing & Food Services (49,900) ‐ (49,900)

Non‐Salary Expense Total 10,062,385 10,187,742 (125,357) (1.2%)

Total Expense 12,224,047 12,255,711 (31,664) (0.3%)

(Deficit) before Contribution to Capital (122,110) (173,799) 51,689 (29.7%)

Contribution to Capital 800,000 800,000 ‐ 0.0%

(Deficit) (922,110)$ (973,799)$ 51,689$ (5.3%)

Increase (Decrease)

fredericton campus 2009-10 budget...university of new brunswick fredericton campus 2009-10 operating...

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