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Maintaining
strategic
direction
PM #40065075
through difficult economic times
HIGHLIGHTS OF THE CAUBO REPORT
Financial Information of Universities and Colleges 2007-08
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Editor
Craig Kelman
Art Production
Jackie Magat
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VOLUME 18 • NUMBER 1
Publications Mail Agreement #40065075
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email: [email protected]
Published four times a year on behalf of
the Canadian Association of University
Business Officers (CAUBO) by
Publié quatre fois par année pour
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administratif universitaire (ACPAU) par
Third Floor - 2020 Portage Avenue
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Tel: 866-985-9780
Fax: 866-985-9799
www.kelman.ca
[email protected]
Canadian Association of University
Business Officers
Association canadienne du personnel
administratif universitaire
320 – 350 rue Albert Street
Ottawa, Ontario K1R 1B1
Tel./Tél.: (613) 230-6760
Fax/Téléc.: (613) 563-7739
[email protected]/[email protected]
Executive Director/Directrice générale
Carole Workman
Editorial Board/Comité de rédaction
Chair/Présidente: Lucie Mercier-Gauthier,
University of Ottawa
Members/Membres:
Sharon Cochran,
University of Northern BC
Pat Hibbitts,
Simon Fraser University
Kevin McCormick,
Huntington University
Joe Weinberg,
University of Toronto
The views expressed in this publication are the responsibility
of the publisher and do not necessarily reflect the views
of the officers or members of the Canadian Association
of University Business Officers.
Les opinions exorimées dans cette publication sont la
responsabilité de l’éditeur et ne reflètent pas nécessairement
celles des dirigeants ou des membres de l’Association
canadienne du personnel administratif universitaire.
© 2009 Craig Kelman & Associates Ltd. All rights reserved. The contents
of this publication may not be reproduced by any means, in whole or in
part, without the prior written consent of the publisher.
© Craig Kelman & Associates Ltd., 2008. Tous droits réservés. Cette
publication ne peut être reproduite, en tout ou en partie, par quelque
moyen que ce soit, sans autorisation écrite préalable de l’éditeur. 
VOLUME 18 • NUMÉRO 1
32
37
24 CAF presents a new model for sharing online resources
26 A CAUBO survey of sustainability leadership, management and practices in Canadian universities
• Sondage de l’ACPAU sur le leadership, la gestion et les pratiques des universités canadiennes en matière de durabilité
32 Maintaining strategic direction
37 HIGHLIGHTS OF
THE CAUBO REPORT
45 POINTS SAILLANTS
DU RAPPORT DE L’ACPAU
Information financière des universités et collèges 2007-2008
Correction notice: In the fall 2009 issue of University Manager/Gestion universitaire, on
page 36 of the feature article on ‘H1N1 preparation,’ we mistakenly represented an image of
Grant McEwan College in Edmonton as being with the University of Alberta which, of course,
it is not. We extend our sincere apologies to both institutions.
Departments
Chroniques
6 Executive
Director’s Message
• Message de la directrice générale
12 Campus Profiles
• Profils Campus
8 People Moves
• En mouvement
20 Green Notes
11 Meet our Volunteers
16 Working for You
• À votre service
22 Procurement
In keeping with our goal of promoting green initiatives and sustainability, University Manager is now printed entirely
on a lighter stock of paper. This substantially reduces the amount of paper used in each issue. When you are finished
reading this issue, please do your part for the environment – reuse and recycle.
Board of Directors ~ 2009-2010
Conseil d’administration
Patricia Hibbitts
President/Présidente
Vice-President, Finance and Administration
Simon Fraser University
(604) 291-3381 Fax/Téléc : (604) 291-4009
[email protected]
Gary Brewer
Past President/Président sortant
Vice-President (Finance and Administration)
York University
(416) 736-5160 Fax/Téléc : (416) 736-5421
[email protected]
Gary Bradshaw
Vice-President/Vice-Président
Vice-President, Finance & Facilities
University of Prince Edward Island
(902) 566-0350 Fax/Téléc : (902) 566-0742
[email protected]
Nathalie Laporte
Secretary Treasurer/Secrétaire-trésorièr
Controller, Financial Services
Concordia University
(514) 848-2424, x4937
Fax/Téléc : (514) 848-2626
[email protected]
Sheila Brown
CFO, University of Toronto
(416) 978-2065 Fax/Téléc : (416) 978-5572
[email protected]
Ken Burt
Vice-President, Finance and Administration
Dalhousie University
(902) 494-3862 Fax/Téléc : (902) 494-2022
[email protected]
Dave Button
Vice-President (Administration)
University of Regina
(306) 585-4386 Fax/Téléc : (306) 585-5255
[email protected]
Lisa Castle
Associate Vice-President, Human Resources
The University of British Columbia
(604) 822-4141 Fax/Téléc : (604) 822-0922
[email protected]
Kent Decker
Vice-President, Administration and Finance
Memorial University of Newfoundland
(709) 737-8217 Fax/Téléc : (709) 737-8028
[email protected]
Lucie Mercier-Gauthier
Associate Vice-Rector, Financial Resources
University of Ottawa
(613) 562-5740 Fax/Téléc : (613) 562-5107
[email protected]
François Roy
Vice-Principal, Administration and Finance
McGill University
(514) 398-6037 Fax/Téléc : (514) 398-5902
[email protected]
Alain Webster
Vice-recteur au développement durable et aux
relations gouvernementales
Université de Sherbrooke
(819) 821-8281 Fax/Téléc : (819) 821-8291
[email protected]
Carole Workman
Executive Director/Directrice générale
(613) 563-3961, x268 Fax/Téléc : (613) 563-7739
[email protected]
6
UNIVERSITY MANAGER • Winter 2010
Executive Director's Message
Message de la directrice générale
Weathering the storm
Affronter la tempête
Les fonds de dotation hors du cours, les déficits des
Under-water endowments, pension deficits,
caisses de retraite et les subventions ont créé un
and grants have created a perfect storm for
véritable tumulte dans certaines universités. Pour
certain universities. Balancing the budget under
trouver l’équilibre budgétaire dans un tel contexte,
those circumstances can often only be achieved
il est souvent incontournable que l’université réexthrough fundamental rethinking about the uniamine à fond ses priorités, sa façon de fournir des
versity’s priorities and methods of delivering
services et ses modes d’administration.
services and administration.
Dans le présent numéro de Gestion univerIn this issue of University Mansitaire, nous avons observé quatre universités
ager (UM), we look at four universiet la façon dont elles relèvent les défis. Par
ties and how they are responding
ailleurs, au cours de mes déplacements un
to the challenges. But, as I travel
peu partout au pays, j’ai découvert de nouacross the country, I have encounvelles initiatives qui permettent d’améliorer
tered many new initiatives which
les services tout en réduisant ou limitant les
improve services while either
coûts. À titre d’exemples, citons le vaste projet
cutting costs or containing costs.
de réingénierie en cours à l’Université de CalExamples include the large business
gary, qui vise la mise en place d’un modèle
process re-engineering project at
Carole Workman
de services partagés pour les facultés et les
the University of Calgary, which
services; la fin des régimes de retraite à prestations
will introduce a shared services model for facdéterminées à l’Université McMaster; ou encore l’imulties and services; or the closing of defined
partition des services alimentaires à une coopérative
benefit pension plans at McMaster University;
université-employés à l’Université de Winnipeg. La
or the outsourcing of food services to a univernouvelle Fédération canadienne d’accès (FCA) décrite
sity-employee cooperative at the University of
dans le présent numéro de Gestion universitaire constiWinnipeg. The new Canadian Access Federation
tue un autre moyen novateur d’ajouter de la valeur à
described in this issue of UM is also an innola communauté de chercheurs et d’étudiants, et ce, à
vative way of delivering added value to the
relativement peu de frais pour l’université.
research and student community at relatively
La crise actuelle semble avoir rendu les employés
little cost to the university.
tout comme les dirigeants plus ouverts au changeThe current crisis appears to have made
ment et avoir même développé leur esprit entreemployees and managers alike more open to
preneurial pour ce qui est de trouver des façons de
change and actually more entrepreneurial in
maintenir les services à moindres coûts. En prévision
terms of finding ways to maintain services at
du congrès ACPAU 2010, nous tentons de recenser le
lower costs. As we look forward to CAUBO
plus possible d’initiatives de ce genre. Il est essentiel
2010, we are trying to identify as many of these
que les universités mettent en commun de nouvelles
initiatives as possible. It is crucial that new
façons de régler les problèmes liés aux coûts et aux
ways of responding to cost and service issues be
services. Plus nous partagerons nos expériences, plus
shared among universities. The more we share,
il sera facile d’équilibrer les budgets de telle sorte que
the easier the task becomes of balancing budgets
les établissements préservent leur mission à l’égard
in ways that allow institutions to protect their
de l’enseignement et de la recherche. Après tout, c’est
education and research missions. After all, this
ce qui forme le cœur de l’université.
is the heart of the university.
Le programme des prix de la qualité et de la
The Quality and Productivity Awards Proproductivité demeure le moyen par lequel l’ACPAU
gram remains CAUBO’s most successful way
réussit le mieux à repérer et à diffuser les pratiques
of identifying and sharing innovative practices
novatrices qui jaillissent dans les universités. Nous
occurring in universities. We encourage all of
vous encourageons tous à participer à ce programme.
you to participate in the program.
Bien que l’équilibre budgétaire semble être la
While balancing budgets seems the principal
principale activité des administrateurs ces temps-ci,
activity of administrators these days, CAUBO
les comités de l’APCAU se sont penchés sur un
committees have been following a number of
certain nombre de dossiers législatifs d’intérêt pour
legislative/regulatory issues of importance to
les universités, notamment les changements relatifs
universities. Examples include the changes in
aux normes comptables, les changements apportés
accounting standards, changes in the Indirect
au programmes de coûts indirects et les changeCosts Program, and changes in the work permit
ments relatifs aux permis de travail des travailleurs
period of foreign workers. The contribution of
étrangers. La contribution des bénévoles du milieu
university volunteers, laudable any time, is
universitaire, louable en tout temps, est particulièparticularly noteworthy and appreciated during
rement appréciée en ces temps difficiles. Au nom de
these difficult times. We thank each of our voltous les membres, merci à chacun de nos bénévoles.
unteers on behalf of all members.
L’année 2009 a été très difficile pour les univerThe 2009 year has been a difficult year for unisités. Vous avez affronté la tempête avec brio!
versities. You have weathered the storm well!
Click HERE to return to TABLE OF CONTENTS
People Moves En mouvement
Kane Kilbey has been appointed Associate
Vice-President Human Resources at the
University of Victoria.
Darrell is the past-chair of CAUBO’s Taxes
Committee and is a member of CAUBO’s
Finance Committee.
Feridun Hamdullahpur is the new VicePresident, Academic and Provost, at the
University of Waterloo.
Martin Coutts, Director, Finance and
Supply Management Services, University
of Alberta, is a member of CICA’s Public
Sector Accounting Board’s Task Force on
Financial Reporting by government NPOs.
Also, Matthew Nowakowski, Directeur
général, Service des finances, Université
de Montréal, is a member of the CICA Advisory Committee on Not-for-Profit
Accounting. Martin and Matthew both
serve on the CAUBO Finance Committee.
Iain Stewart has been appointed Assistant Vice-President Research at Dalhousie
University.
University administrators in the news
New Affiliate Member Portage College in Lac La Biche, Alberta
Appointments
Sharon Johnson-Legere has accepted the
position of Vice-President, Finance and
Administration, replacing Peter Flemming,
who is retiring after 10 years of service
to NSCAD University. Sharon began her
duties in August 2009.
Terry Motiuk was appointed Vice-President of Finance and Administration at
Algoma University in August 2009.
Kim Squires, Director, Human Resources
at Saint Mary’s University and Chair of
the ISI Employee Benefits Committee, was
recognized with the 2009 Excellence in
Human Resources Award. The award was
presented at the Atlantic Canada Human
Resources Award Celebration on September 24, 2009 in Halifax. Kim has been recognized by her peers for her exceptional
work at Saint Mary’s and in the industry.
Kim chairs CAUBO’s Human Resources
Committee.
Darrell Cochrane has been appointed to
the Certified General Accountants Tax and
Fiscal Policy Advisory Group. This group
meets with MPs and federal government
officials to discuss issues of tax policy and
administration. Darrell is the Controller,
Financial Services at Dalhousie University. In October, the University of Ottawa was
named one of the 2010 National Capital
Region’s top 25 employers. The National
Capital Region’s Top Employers annual
award is sponsored by Mediacorp Canada
Inc. and is presented to employers that
provide exceptional workplaces and offer
the most progressive and forward-thinking
programs compared with other organizations in their same field.
People Moves
In every issue of
University Manager, we
announce changes in the
administrative positions of
CAUBO members.
Please send information
regarding appointments,
retirements, etc. to the
CAUBO office.
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8
En mouvement
Dans chaque numéro de la
revue Gestion Universitaire
nous annoncerons les
changements aux fonctions
administratives des membres
de l’ACPAU.
Veuillez faire parvenir
toute information sur les
nominations, les retraites,
etc. au bureau de l’ACPAU.
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T
he Canadian Association of University Business Officers
(CAUBO) and our host, Memorial University of Newfoundland,
are pleased to invite you to St. John’s from June 12-15, 2010
for the 67th Annual CAUBO Conference. The CAUBO Conference
provides university leaders an opportunity to meet one another, share
ideas and make connections to better prepare themselves for the
challenges of the future.
Memorial University of Newfoundland invites you to re-think
what you know about university administration; to challenge
yourself to make waves; and to forget the common ways of
doing things. The 2010 CAUBO Conference challenges you to try
something different, in a place that’s anything but ordinary –
St. John’s, Newfoundland. The conference theme, ‘Rock the
Common’, encourages each and every one of us to think fresh. In
today’s economic crisis, it has never been so important to embrace
challenges in uncommon ways. That is our goal with the 2010
conference – Rock the Common: Challenge Convention.
L’
Association canadienne du personnel administratif universitaire
(ACPAU) et notre hôte, la Memorial University of Newfoundland,
sont heureux de vous inviter à St. John’s, du 12 au 15 juin 2010, à
l’occasion du 67e congrès annuel de l’ACPAU. Le congrès de l’ACPAU fournit
aux administrateurs universitaires l’occasion de se rencontrer, de partager
des idées et de tisser des liens afin de mieux se préparer aux enjeux qui
les attendent.
La Memorial University of Newfoundland vous invite à remettre en
question ce que vous savez de l’administration universitaire, à faire des vagues,
à oublier les lieux communs ainsi que les façons de faire habituelles. Le congrès
ACPAU 2010 vous met au défi d’essayer quelque chose de différent, dans un
endroit qui n’a rien d’ordinaire – St. John’s, à Terre-Neuve-et-Labrador. Le
thème « Hors des lieux communs » vise à encourager chacun de nous à penser
autrement. Dans le contexte actuel de crise économique, il importe plus que
jamais de s’attaquer aux obstacles par des moyens qui sortent du commun.
C’est le but que nous associons au congrès ACPAU 2010 – Hors des lieux
communs : bousculer les conventions.
Stay tuned for the preliminary
program which will be posted
in January at
Ne manquez pas la sortie du
programme préliminaire en
janvier, allez voir régulièrement à
www.caubo.ca
www.acpau.ca
See you in St. John’s in June 2010!
Au plaisir de vous voir à St. John’s en juin 2010!
Meet our Volunteers
David Button
Margaret Sterns
Vice-President (Administration),
University of Regina, CAUBO
Board of Directors and Facilities
Management Committee
W
hen asked about his proudest accomplishments, David
Button points to two items: the look and feel of the University of Regina (U of R) campus, which has developed
into one of the premier Canadian sites, and the fiscal prudence that
his team has exercised since he became VP (Administration) in July
2006. “We have taken the university from a place of financial challenge to one where we are in good financial shape,” he explains.
“As a result, we are managing through these difficult times better
than most institutions.”
Given this focus, it is not surprising that Button was attracted to
the CAUBO Board of Directors. His 11 years as the U of R’s Associate
VP (Facilities and Planning), also made volunteering for the Facilities
Management Committee a good fit. “I felt I could contribute at the
committee level,” he notes, “and learn from my Board colleagues
about other aspects of university management.”
Button has a degree in Civil Engineering from Kingston’s Royal
Military College and post-graduate degrees from the University
of British Columbia and the Canadian Forces Command and Staff
College. He is a registered Professional Engineer, Project Management Professional, and Planner.
Joining the university in 1995, after 22 years of providing
planning and infrastructure services for bases and facilities in the
Department of National Defence, Button oversaw a period of construction that has more than doubled the size of the campus. Much
of this growth occurred as a result of the first U of R Campus Plan,
which he initiated and chaired. The plan spawned several awardwinning buildings, including the 2005 Summer Games Support
Facilities and the Project Leadership Award from the Construction
Owners Association of America.
The awards result from a focus on best practices that carries over
into Button’s work on CAUBO’s Facilities Management Committee.
One major goal for the committee has been convincing Canadian
universities to participate in the international Facilities Performance Indicator (FPI) Survey so that they can benefit from having
national data and benchmarks as well as reporting tools that allow
comparisons to self-selected universities and regions. The survey is
developed and managed by APPA, an association of higher education facilities officers in the US with whom the committee was able to
negotiate a partnership and a significantly discounted rate. Button is
the president-elect of APPA’s Rocky Mountain Chapter and believes
that this partnership is a win-win situation for CAUBO and APPA.
As well, Button sits on the board of the Saskatchewan Opportunities Corporation, which oversees Saskatchewan’s Research
Parks. “This particular role has significant linkage to my VP responsibilities, as the interface between the university and research is
extensive,” he notes, adding that he sees his volunteer work as an
opportunity for both institutional and personal development. “At
this point in my career, this is one way for me to give back.”
Director of Internal Audit
Services, Dalhousie University,
CAUBO Internal Audit
Committee
M
argaret Sterns joined CAUBO a little more than two
months after becoming Dalhousie University’s firstever Director of Internal Audit Services. While working
to establish the internal audit function for the university, she was
also busy helping to finalize the annual CAUBO Pre-Conference
Internal Audit Seminar. She describes both experiences as an
opportunity for learning and professional growth.
“To be effective in my role, I must develop my understanding
of how and why things work the way they do,” says Sterns. “If
that means understanding the formal and informal networks,
structures, people, policies and processes, it is all essential to the
assessment of risk, the effectiveness of control and the ability to
affect change.” She adds that this focus is integral to her audit
and risk management activities as well as her interactions across
campus, from facilitating the university’s strategic risk assessment, taking an introductory class in philosophy, working with
multi-stakeholder committees, helping a researcher with cost
control to playing noon-hour softball.
But, Sterns has always enjoyed variety. After earning her
Chartered Accountant designation in 1988, she worked with
KPMG in Halifax, then in Auckland, New Zealand. An internal
audit position with Emera Inc. – a North American energy and
services company – brought her back to Halifax in 1992.
Her experience in the field has been instrumental in helping
the CAUBO Internal Audit Committee organize speakers for
the main conference, manage and contribute to the CAUBO
listserv, and populate the web site with guidance on topical
issues. Of particular interest to Sterns is the Balanced Scorecard
framework which she views as a tool for moving from strategy
to action and for informing university audit committees and
executive management teams about the value added by the
internal audit function.
“The Balanced Scorecard supports strategic alignment, performance measurement and reporting,” explains Sterns. The
committee introduced the Internal Audit Balanced Scorecard
framework at the 2007 CAUBO Conference and a generic template has since been distributed to all CAUBO members in the
internal audit field. The Balanced Scorecard is to be adapted to
each institution’s own environment. The Internal Audit Committee also uses the template to ensure that its future plans
for education, networking and advocacy support CAUBO’s
strategic initiatives.
Sterns carries this passion for education and advocacy into
other areas of her life as well. Over the past year, she has been
involved in sponsoring a refugee family of five who spent the
last number of years in a refugee camp on the border of Syria
and Iraq, before arriving in Canada this fall. As busy as her life
has been, it is about to become a whole lot busier.
11
Campus Profiles
Location: Three campuses: Edmundston, Moncton and
Shippagan, New Brunswick
Lieu : trois campus : Edmundston, Moncton et Shippagan,
Nouveau-Brunswick
Student population: 5,409 FT: 4,138 (Moncton);
486 (Edmunston); 425 (Shippigan)
Population étudiante : 5 409 à temps plein : 4 138 (Moncton);
486 (Edmundston); 425 (Shippagan)
Number of faculty: 390
Nombre de professeurs : 390
Number of staff members: 436
Nombre d’autres membres du personnel : 436
Approximate size of campus (hectares):
730 (Moncton Campus)
Superficie approximative du campus (en hectares) :
730 (campus de Moncton)
Senior administrator (contact person): Nassir El-Jabi,
Vice-President, Administration and Human Resources
Administrateur principal (personne-ressource) : Nassir El-Jabi,
vice-recteur à l’administration et aux ressources humaines
What sets your institution apart
from other institutions in your region?
Founded in 1963 to provide New Brunswick’s francophone population access to a university education, the Université de Moncton
operates out of three campuses located in the province’s main
francophone regions. As the foremost francophone post-secondary
institution outside Quebec, Université de Moncton welcomes
students from French-speaking communities across Canada and
the world. Recruited from more than 40 countries, this growing
international clientele exposes students to a rich cultural diversity, while contributing to the francophonie in Acadie and beyond.
The Université de Moncton cultivates a close relationship with
the ‘movers and shakers’ at regional, provincial and international
levels, in order to better understand and respond to current challenges and emerging issues, and participate in addressing social
and cultural needs. Qu’est-ce qui distingue votre établissement
des autres de votre région?
Fondée en 1963 pour donner à la population francophone du
Nouveau-Brunswick l’accès aux études universitaires, l’Université
de Moncton exerce ses activités à partir de trois campus situés
dans les principales régions francophones de la province. Cette
université, le plus important établissement d’enseignement postsecondaire en français à l’extérieur du Québec, accueille des
étudiants francophones d’un peu partout au Canada et dans le
monde. Recrutée dans plus de 40 pays, cette clientèle internationale toujours croissante met les étudiants en contact avec une riche
diversité culturelle tout en contribuant à l’essor de la francophonie
en Acadie et ailleurs. L’Université de Moncton entretient des liens
étroits avec les personnalités dynamiques qui animent la scène
régionale, provinciale et internationale afin de bien comprendre
les défis et les enjeux qui se présentent et de mieux y faire face.
Ces liens lui permettent aussi de participer aux efforts visant à
répondre aux besoins sociaux et culturels.
Describe an important achievement in the past 12 months.
Thanks to a very successful international recruitment strategy,
there is a growing interest among students of sub-Saharan Africa
and the Maghreb in the Université de Moncton. With an increase
of 18% since September 2008, the number of international students
at Moncton has risen to 10.5% of the total student population.
12
Décrivez un exploit accompli au cours des 12 derniers mois.
Grâce à une fructueuse stratégie de recrutement à l’étranger, des
étudiants de l’Afrique subsaharienne et du Maghreb manifestent
un intérêt croissant pour l’Université de Moncton. Le nombre
d’étudiants étrangers à Moncton a connu une augmentation de
18 % depuis septembre 2008, de sorte qu’il représente maintenant
10,5 % de l’ensemble de la population étudiante.
Profils Campus
Name one highlight of your institution’s
sustainability initiatives.
In 2009, the Université de Moncton launched a pilot Blue/Green
Program on the Moncton campus. Wet and dry waste is sorted
by receptacles (blue and green) to allow large amounts of dry
solid waste (paper, plastic, etc.) to be recycled and wet waste
to be composted. Although institutions are not required to participate in the municipal Blue/Green program, the university is
implementing the program in all of its buildings on its Moncton
campus, thereby significantly reducing the amount of waste
destined for landfills.
Citez un fait saillant des activités de votre établissement en
matière de développement durable.
En 2009, l’Université de Moncton a lancé un programme pilote
de recyclage sur le campus de Moncton. Les déchets humides et
secs sont déposés dans des bacs distincts (bleus et verts) afin de
permettre le recyclage de grandes quantités de déchets solides secs
(papier, plastique, etc.) ainsi que le compostage de déchets humides.
Bien que les établissements ne soient pas tenus de participer au
programme bleu-vert de la ville, l’Université applique ces pratiques
dans tous ses immeubles du campus de Moncton, ce qui réduit considérablement la quantité de rebuts acheminés vers les dépotoirs.
What can we look for in the coming year
from your institution?
Pursuant to community recommendations for greater integration of post-secondary education resources in northwest New
Brunswick, the Edmunston campus of Université de Moncton
has united with New Brunswick Community College (NBCC)
to share certain common spaces as well as university grounds.
Cohabitation will enable each institution to realize large scale savings, increase efficiency, enrich students’ educational experience,
and better meet regional and provincial training needs. Funded by
a $35 million provincial government investment, construction of
NBCC-Edmundston began in spring 2009 and will be completed
for September 2011.
Quels sont les projets de votre établissement pour la
prochaine année?
Selon les recommandations de la population locale visant une
meilleure intégration des ressources en enseignement postsecondaire dans le nord-ouest du Nouveau-Brunswick, le campus
d’Edmundston de l’Université de Moncton a conclu une entente
avec le Collège communautaire du Nouveau-Brunswick (CCNB)
pour partager certaines aires communautaires ainsi que les terrains de l’Université. Cette cohabitation permettra à chaque
établissement de réaliser des économies d’échelle, d’accroître
l’efficacité, d’enrichir l’enseignement offert aux étudiants et de
mieux répondre aux besoins régionaux et provinciaux en matière
de formation. Financée par un investissement de 35 millions de
dollars du gouvernement provincial, la construction des nouvelles
installations du CCNB-Edmundston a commencé au printemps
de 2009 et se terminera en septembre 2011.
Nova Scotia
Agricultural
College
Location: Bible Hill, Nova Scotia
Lieu : Bible Hill, Nova Scotia
Student population: 902
Population étudiante : 902
Number of faculty (full time and part time): 103
Nombre de professeurs (à temps plein et à temps partiel) : 103
Number of staff members (FTEs): 350
Nombre d’autres membres du personnel (ETP) : 350
Approximate size of campus (hectares): 422
Superficie approximative du campus (en hectares) : 422
Senior administrator (contact person): Dr. Bernie
MacDonald, Co-President, Vice-President Administration
Administrateur principal (personne-ressource) : Bernie
MacDonald, co‑recteur, vice-recteur à l’administration
13
Campus Profiles
What sets your institution apart
from other institutions in your region?
NSAC cultivates learning and research focused on improving
and sustaining our environment for the health and well-being
of society. In a rich environment of hands-on learning, students,
professors and researchers work to solve real world problems
like food security, water shortage and climate change. Students
can test theories and ideas in our on-campus greenhouses,
laboratories and aquaculture facilities as well as a modern farm
complex. Our smaller enrolment numbers allow us to have
individualized support and customized teaching, with a scholarship-to-student ratio of one in three and a student-to-faculty
ratio of 12:1. Strong partnerships with universities around the
world allow our people to study abroad and embrace their role
in the world. As a result, our campus population includes both
international and local talents.
Describe an important achievement in the last year.
The 2009 academic year marked the university’s highest enrolment in 12 years, with international students making up 13%
of the student body.
Name one highlight of your institution’s
sustainability initiatives.
Built in 1988, an on-campus wood chip biomass steam plant
produces 78% of the university’s steam for a total saving, from
inception, of $4,654,000. CO2 emissions reduced by not burning
fuel oil are equivalent to removing approximately 518 cars from
the road for one year. Biomass ash by-product generated from
the steam plant is used as a liming material on the university’s
agricultural land, eliminating purchases of alternative agricultural lime products.
What can we look for in the coming year
from your institution?
Upcoming initiatives include construction of the Atlantic Centre
for Agri-Innovation, offering services to agri bio-based businesses and organizations through a combination of incubation,
acceleration and attraction. The $10 million, 20,000-square-foot
facility will be a driving force to the regional economy. Also
planned for construction is a new contemporary, energy efficient
research and teaching greenhouse that will facilitate advanced
teaching and research programs and enable NSAC to educate
highly-qualified undergraduate and graduate students, technicians and post doctoral fellows. Meanwhile, a dual degree
program with Tamil Nadu Agriculture University in India will
bring as many as 20 students into the third year of the Bachelor
of Technology in Environmental Horticulture program. A new
four-year honours Bachelor of Administration Degree in International Food Business, offered in conjunction with Dronten
University of Applied Sciences in the Netherlands, will offer
a minimum of one-year of international study and two work
terms, one in Canada and one in Europe.
14
Qu’est-ce qui distingue votre établissement
des autres de votre région?
Le NSAC se concentre sur l’apprentissage et la recherche visant à
améliorer et à conserver notre environnement pour assurer la santé et
le bien-être de la population. Dans un riche contexte d’apprentissage
pratique, les étudiants, les professeurs et les chercheurs travaillent à la
solution de problèmes réels, comme la sécurité alimentaire, la pénurie
d’eau et les changements climatiques. Les étudiants peuvent tester
des théories et des idées dans nos serres, laboratoires et installations
d’aquaculture sur le campus ainsi que dans une ferme expérimentale moderne. Notre effectif étudiant moindre nous permet d’offrir
un soutien individualisé et un enseignement sur mesure. De plus,
un étudiant sur trois bénéficie d’une bourse et le rapport étudiantsprofesseur est de 12/1. De solides partenariats avec des universités
dans le monde permettent à nos étudiants d’étudier à l’étranger et
de cerner leur rôle dans le monde. Notre population sur le campus
regroupe donc à la fois des talents locaux et étrangers.
Décrivez un exploit accompli au cours de la dernière année.
Pour l’année universitaire 2009, on a enregistré le plus grand nombre
d’inscriptions depuis 12 ans; le pourcentage d’étudiants étrangers
a atteint 13 %.
Citez un fait saillant des activités de votre établissement en
matière de développement durable.
Construite sur le campus en 1988, une centrale thermique alimentée
à la biomasse (copeaux de bois) produit 78 % de la vapeur utilisée
par l’Université, ce qui a permis une économie de 4 654 000 $ depuis
la création de la centrale. Le fait de ne pas brûler de mazout pendant cette période a permis une réduction des émissions de CO2
équivalant au retrait d’environ 518 voitures de la route par année.
Les cendres produites par la centrale thermique sont réutilisées
comme amendement calcaire sur les terres agricoles de l’Université,
ce qui évite l’achat d’autres produits calcaires pour usage agricole.
Quels sont les projets de votre établissement pour la
prochaine année?
Parmi les projets à venir, citons la construction de l’Atlantic Centre for
Agri-Innovation, qui offrira des services aux entreprises et organisations agrobiologiques grâce à la combinaison des volets incubation,
accélération et attraction. Cette installation de 20 000 pieds carrés aménagée au coût de 10 millions de dollars sera un moteur de l’économie
régionale. On planifie aussi la construction d’une serre de recherche
et d’enseignement moderne et éconergétique qui favorisera les hautes
études et les programmes de recherche; elle permettra également au
NSAC d’offrir une formation hautement spécialisée à des étudiants du
premier cycle et des cycles supérieurs, à des techniciens et à d’autres
personnes qui poursuivent des études postdoctorales. Entre-temps,
un programme d’études offert en collaboration avec la Tamil Nadu
Agriculture University en Inde permettra d’accueillir 20 étudiants de troisième année inscrits au baccalauréat de technologie de
l’horticulture ornementale. De plus, un nouveau programme de baccalauréat spécialisé en administration des entreprises d’alimentation
internationales, d’une durée de quatre ans et offert en collaboration
avec la Dronten University of Applied Sciences aux Pays-Bas, comprendra au minimum un an d’études à l’étranger et deux stages de
travail, un au Canada, et l’autre en Europe.
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Working for you – À votre service
CAUBO committees have dedicated a considerable amount of
time to the planning of the 2010 Conference and Pre-Conference
Seminars. The Conference theme ‘Rock the Common – Challenge
the Unconventional’ appears to be a perfect fit for the current
environment. At the same time, each committee is developing
respective plans aligned with CAUBO’s approved strategic goals.
Les comités de l’ACPAU ont consacré beaucoup de temps à planifier le
congrès 2010 et les séminaires précongrès. Le thème retenu, « Hors des
lieux communs – Bousculer les conventions », semble tout indiqué dans
la conjoncture actuelle. En parallèle de ces démarches, chaque comité
élabore son propre plan d’action arrimé aux objectifs stratégiques de
l’ACPAU, qui ont été approuvés.
Environmental Health and
Safety Committee
(ESST) a été particulièrement occupé par la supervision du dossier H1N1. À ce sujet, il a favorisé les échanges par l’entremise
d’un groupe Listserv national et par la création d’un entrepôt
d’information sur le site Web de l’ACPAU. Nous avons reçu des
commentaires quant à l’importante contribution des ateliers de
l’ACPAU sur la préparation en vue d’une pandémie et celui sur
la préparation en cas d’urgence: ils ont permis aux universités de
mieux réagir à la menace de grippe H1N1. Le Comité a également
fourni de l’information et de l’expertise dans le cadre du lobbying de l’AUCC concernant de nouvelles lois (c.-à-d., la Loi sur les
agents pathogènes humains et les toxines et la Loi sur le transport
des marchandises dangereuses). Le Comité centrera ses efforts
sur la réglementation entourant la Loi sur les agents pathogènes
humains et les toxines, dont la mise en application se poursuit.
Facilities Management Committee
(Chair: Michael Histed, University of Ottawa)
The EHS Committee has been particularly busy with the oversight
of H1N1, helping facilitate exchanges through a national listserv
and through a repository of information on the CAUBO website.
Comments were received relative to the important contribution
of CAUBO’s earlier workshops on pandemic and emergency
planning to the preparedness of universities in dealing with the
H1N1 threat. The committee has also contributed information and
expertise to AUCC lobbying relative to new legislation (i.e., the
Human Pathogens and Toxins Act and the Transportation of Dangerous
Good Act). The committee will be focusing on the regulations of
the Human Pathogens and Toxins Act going forward.
(Chair: Steven Dantzer, University of Calgary)
An agreement was reached with APPA relative to a more cohesive approach to the participation of Canadian universities in
the APPA FPI survey. The parties agreed to co-branding of the
initiative, a reduced fee for Canadian non-members, translation
of the guidelines to French, and CAUBO access to the Canadian
data. The latter is important for the generation of annual Canadian
reports on university facilities. The committee will encourage
broader participation and will develop the template for annual
aggregate reporting. As well, the committee will work at making
the definitions and training materials more relevant for the Canadian environment. Comité de l’environnement et
de la santé-sécurité au travail
Comité de gestion des installations
(Président : Michael Histed, Université d’Ottawa)
Le Comité de l’environnement et de la santé-sécurité au travail
16
(Président : Steven Dantzer, University of Calgary)
Une entente a été conclue avec l’APPA afin d’adopter une
approche plus globale à la participation des universités cana-
diennes à l’enquête de l’APPA sur les indicateurs de rendement
des installations (IRI). Les organismes ont convenu des points
suivants : présentation commune de l’initiative, prix réduit
consenti aux établissements non membres canadiens, lignes
directrices pour répondre au sondage traduites en français et
accès par l’ACPAU aux données canadiennes. Ce dernier point
revêt de l’importance, puisqu’on pourra ainsi produire des rapports annuels canadiens sur les installations universitaires. Le
Comité encouragera une participation encore plus large et créera
un modèle en vue de la préparation de rapports annuels sur les
données agrégées. De même, le Comité travaillera à rédiger des
définitions et de la documentation plus pertinente en fonction
de l’environnement canadien. Comité de trésorerie et de placement
Taxes Committee
(Chair: Mark Britt, University of Toronto)
The Internal Auditors Committee was recognized for its highly
successful pre-conference in Ottawa this past June. The participation of Internal Auditors increased significantly over prior years as
a result of efforts by the committee to better explain to members
the importance of a national forum.
The Balanced Scorecard for Internal Audit Operations remains
an area of focus and development for the committee as a tool to
assist audit professionals in their support of executive management and the Board of universities.
(Chair: Michael Murdock, Simon Fraser University)
The committee continues to provide technical support and
analysis relative to the issue of Post-Doctoral Fellows (PDFs).
At certain universities, CRA has questioned the appropriateness
of treating PDFs as trainees and of issuing T2202As. Unequal
treatment of PDF (trainees) can make it harder for some universities to recruit PDFs. A Task Force has been created by CAGS
(Canadian Association of Graduate Studies) to study the issue.
The Task Force is chaired by Dr. Sunny Marche, Dean of Graduate Studies at Dalhousie University. A third and very successful webinar entitled ‘Tax Issues for
Students’ was held in October. The Taxes Committee will host
a 4th in the series dealing with donations and it is scheduled for
February 2, 2010.
Comité des taxes et impôts
(Président : Michael Murdock, Simon Fraser University)
Le Comité continue de fournir de l’aide technique et des analyses au sujet de la situation des stagiaires postdoctoraux. Dans
certaines universités, l’ARC a remis en cause le fait de traiter les
boursiers postdoctoraux comme des stagiaires et de leur émettre
des relevés T2202A. Si les stagiaires postdoctoraux ne sont pas
considérés de la même façon partout, certaines universités
pourraient avoir plus de la difficulté à en recruter. Un groupe
de travail a été créé par l’ACES (Association canadienne pour
les études supérieures) pour étudier la question. Ce groupe est
présidé par Dr Sunny Marche, doyen des études supérieures à
l’Université Dalhousie. Un troisième webinaire, « Questions de fiscalité relatives
aux étudiants », s’est déroulé en octobre avec succès. Le Comité
sera l’hôte du 4e webinaire de la série, qui portera sur les dons
et aura lieu le 2 février 2010.
Treasury and Investment Committee
(Chair: Trudy Pound-Curtis, York University)
The Treasury and Investment Committee has identified two
issues of concern which it is following closely. The first is GST
on university expenses charged to pension funds, and the second
is the introduction of debit cards by VISA and Mastercard. The
latter is of concern since the rate applied to debit cards would
vary with the type of card used by the customer (e.g., Gold Cards
with multiple benefits and points; regular cards with no benefits).
Further information will be provided to members on these issues
over the next few months.
(Présidente : Trudy Pound-Curtis, York University)
Le Comité de trésorerie et de placement a ciblé deux sujets de
préoccupation qu’il observe étroitement. Le premier est la TPS
associée aux dépenses imputées aux fonds de dotation; le second,
l’introduction sur le marché de cartes de débit VISA et Mastercard.
La difficulté dans ce dernier dossier est que le taux appliqué aux
cartes de débit ne serait pas le même selon le type de carte du
client (p. ex., cartes Or assorties de multiples avantages et de
points; cartes ordinaires sans avantages). D’autre information sera
transmise aux membres au cours des prochains mois.
Internal Auditors Committee
Comité de vérification interne
(Président : Mark Britt, University of Toronto)
Le Comité de vérification interne s’est fait remarquer pour le
séminaire précongrès fort réussi qu’il a organisé à Ottawa en juin
dernier. La participation des vérificateurs internes a augmenté
considérablement par rapport aux années antérieures, résultat des
efforts déployés par le Comité pour mieux expliquer aux membres
l’importance d’un forum national dans ce domaine.
Le tableau de bord équilibré destiné aux activités de vérification interne demeure au cœur des travaux du Comité, puisqu’il
constitue un outil qui aide les professionnels de la vérification à
soutenir la haute direction et les conseils d’administration des
universités.
Human Resources Committee
(Chair: Kim Squires, Saint-Mary’s University)
The committee met in Toronto in November. Although the participation in the first annual benchmarking exercise was less
than hoped for, the committee believes that it is essential for
HR operations to be able to compare themselves on the basis of
certain measures and indicators. To this end, the committee will
undertake a greater marketing of the importance of building and
expanding the survey over time. The 2010 HR Benchmarking
Survey will open in March and all universities are encouraged
to participate. The committee is following developments surrounding PDFs, as well as proposed Citizenship and Immigration
four-year limits on work permits for foreign workers. For more
information, refer to http://www.cic.gc.ca/english/department/media/
releases/2009/2009-10-09a.asp.
Comité des ressources humaines
(Présidente : Kim Squires, Saint-Mary’s University)
Le Comité s’est réuni à Toronto en novembre. Bien que la participation au premier sondage-repère annuel n’ait pas été à la hauteur
des attentes, le Comité croit qu’il est essentiel pour les services de
RH de pouvoir se comparer en s’appuyant sur des certains indi-
17
cateurs et mesures. Le Comité entreprendra donc des démarches
pour faire valoir davantage l’importance de maintenir et de bonifier le sondage au fil du temps. Le sondage de 2010 sera lancé en
mars et nous encourageons toutes les universités à y participer. Le
Comité continue de suivre le dossier des boursiers postdoctoraux
et celui qui touche la limite de quatre ans imposée par Citoyenneté et Immigration Canada à la durée de séjour des travailleurs
étrangers. Pour obtenir plus d’information, aller à : http://www.
cic.gc.ca/francais/ministere/media/communiques/2009/2009-10-09a.asp
Finance Committee
(Chair: Martin Coutts, University of Alberta)
The Finance Committee continues to monitor developments relative to changes in accounting standards for the not-for-profit sector.
Specific updates will be provided as positions become clearer. A Task
Force of the Finance Committee has been created which will focus
solely on the impact of CICA changes on universities.
The Finance Committee has also named representatives to
a working group created by the Indirect Costs Secretariat. The
working group is considering establishing some detailed baseline
information on indirect costs as well as an extensive list of metrics
to measure impact and incrementality.
Finally, the Finance Committee is participating in an ad hoc
group of university individuals negotiating with the US government exemption from US GAAP for the FFEL program (student
loan program). This effort is generously supported by KPMG.
Comité des finances
(Président : Martin Coutts, University of Alberta)
Le Comité des finances continue de surveiller l’évolution des
changements concernant les normes comptables s’appliquant
aux organismes sans but lucratif. À mesure que les décisions se
préciseront, d’autre information sera transmise. Un groupe de
travail spécial relevant du Comité des finances a été chargé de se
pencher exclusivement sur les répercussions des changements
prescrits par l’ICCA sur les universités.
Le Comité des finances a également délégué des représentants
auprès d’un groupe de travail créé par le secrétariat du Programme
des coûts indirects. Ce groupe de travail envisage de définir des
données de référence détaillées sur les coûts indirects ainsi qu’une
liste complète de paramètres afin de mesurer les répercussions et
la progression.
Enfin, le Comité des finances participe à un groupe ad hoc
réunissant des personnes du milieu universitaire qui cherche à
négocier avec le gouvernement des É.-U. afin que le programme
FFEL (Federal Family Education Loan), programme de prêt étudiant, soit exempté des PCGR américains. Cette initiative bénéficie
du généreux appui de KPMG.
National Procurement Committee
(Chair: Paul Dugal, University of Manitoba)
The committee met in Lethbridge Alberta in September in conjunction with the regional group meeting. Committee members
are pursuing one or more new national agreements which will be
announced soon. Feedback from a survey conducted this summer
provided very useful information for the committee in its strategic
planning. Results of the survey will be shared broadly in the next
few weeks.
18
Comité national des approvisionnements
(Président : Paul Dugal, University of Manitoba)
Le Comité s’est réuni à Lethbridge, en Alberta, en septembre, à
l’occasion de la réunion du groupe régional. Les membres du
Comité poursuivent leurs démarches entourant une ou plusieurs
ententes nationales avec des fournisseurs, qui seront annoncées
sous peu. Les résultats du sondage effectué cet été ont fourni au
Comité de l’information très utile à sa planification stratégique.
Les grandes lignes des résultats du sondage seront communiquées
au cours des prochaines semaines.
National Office
HighEdJobs.ca
HighEdJobs.ca continues to grow in popularity. Job postings from
across all four regions and all administrative sections of universities and colleges are posted on the career site. With an average of
over 800 job searches each month, traffic to the site remains high
and an important source for recruiting.
Bureau national
EmploisEnsSup.ca
La popularité du site EmploisEnsSup.ca ne cesse de croître. Des
annonces de postes provenant des collèges et universités des
quatre régions du pays et de tous les secteurs de l’administration
sont affichées sur le site Web. On y compte en moyenne 800 recherches de poste chaque mois, ce qui en fait un site très consulté et,
par conséquent, une source importante de recrutement.
Sustainability Report
Thirty-seven universities participated in the survey. The report
entitled ‘Leading the Way to a Sustainable Future: A Survey of Sustainability Leadership, Management, and Practices in Canadian
Universities’ is available on the CAUBO website. If your institution
did not participate in the survey or would like to update its data,
the survey will be run a second time in early February 2010 and
will be repeated only every two years thereafter.
Rapport du sondage sur la durabilité
En tout, 37 universités ont participé au sondage. Le rapport intitulé
« Pionniers d’un avenir durable : Sondage sur les pratiques des
universités canadiennes en matière de leadership et de gestion
de la durabilité » est accessible à partir du site Web de l’ACPAU.
Si votre établissement n’a pas participé au sondage ou que vous
souhaitez mettre à jour vos données, vous aurez l’occasion de le
faire puisque ce même sondage sera repris au début de février
2010. Par la suite, le sondage sera effectué aux deux ans.
Web redesign based on Web 2.0 concepts
The website development is on target. The official launch will
coincide with the CAUBO 2010 conference to be held in St. John’s,
Newfoundland in June 2010.
Refonte du site Web fondée
sur les concepts Web 2.0
Le développement du site Web poursuit son cours, selon le
calendrier prévu. Le lancement officiel coïncidera avec le congrès
ACPAU 2010, qui aura lieu à St. John’s, Terre-Neuve-et-Labrador,
en juin 2010.
CRM?
Think a 360-degree view of student interactions will improve their
success? Good call. Come visit us at www.datatel.com/WeDoCRM
and we’ll show how to do just that.
www.datatel.com/WeDoCRM
Green Notes
King’s steps up sustainability efforts
Inspired by conversations occurring on its environmental blog,
King’s University College students joined with faculty and staff to
successfully apply for a grant to launch a more aggressive campus
sustainability program. King’s is now one of a short list of institutions in the Council of Christian Colleges and Universities that
are strategically linking campus infrastructure to creation care. A
creation care team has been established and is presently crafting
the steps required to make King’s a sustainable campus. Cambrian unveils first phase
of sustainable energy centre
Cambrian College recently held an unveiling of three Living
Labs, which represent the first phase of the school’s Xstrata
Nickel Sustainable Energy Centre. Two of the Labs resemble
miniature homes, while the third is a frame holding photovoltaics
and solar thermal panels. The labs are designed to be used for
research, education, and technology development by Cambrian
students, entrepreneurs, primary and secondary school students,
and the public. BCIT launches ‘Sustainability Precinct’
Believed to be a first in higher education in North America, the
British Columbia Institute of Technology’s School of Construction
and the Environment will attempt to reduce energy and materials consumption by 90% on a portion of the Burnaby campus. At
the northeast section of the campus, dubbed the ‘Sustainability
Precinct,’ BCIT faculty and staff will aim to reduce the ecological
footprint of campus operations through research and learning
activities such as building practices that approach net-zero performance and integrated design solutions showcasing the potential
for wood in construction.
20
Acadia introduces trayless dining
As part of its effort to reduce its environmental footprint, Acadia
University has removed food service trays from its dining hall in
order to reduce food waste, water use, and energy consumption.
Other institutions in Canada that have gone trayless include the
University of Manitoba and Dalhousie University.
Memorial plans ban of bottled water
Memorial University has pledged to eliminate the distribution of
bottled water at university-sponsored events, and eventually to
have become bottled water eliminated from campus. The Bottle
Water Free pledge also signifies MUN’s dedication to develop a
Water Access Plan to upgrade current infrastructure in order to
increase access to public drinking water, and to ensure all new
campus facilities include adequate access to public drinking
fountains. In March, the University of Winnipeg became the first
university in Canada to ban the sale of bottled water on campus.
Trent opens Environment Centre
Trent University has opened its new Camp Kawartha Environment
Centre, a one-of-a-kind facility that will provide environmental
programming on sustainability, alternative energy, and nature
awareness to primary and secondary school students. The centre
will partner with Trent’s School of Education and Professional
Learning to provide best practices in environmental education for
emerging teachers. Built by students in Fleming College’s Sustainable Building Design and Construction Program, the facility took
about 20 weeks to complete. If you would like your institutions ‘green’ projects to be featured
in an upcoming issue of University Manager, please send your
information to Green Notes at [email protected].
Procurement
Are Strategic Alliance
Procurements for you?
By Ken S. Babich, BCom, CPPO, Director, Purchasing Services, University of Victoria
T
he Strategic Alliance Procurement Model was first introduced into the higher education sector and marketplace in
the fall of 2000 through the collaborative efforts of UVic’s
Purchasing Services Department and the Business and Corporate
Relations Department. In 2003, UVic was awarded the internationally-recognized Robin J. Zee Presidential Best Practices Award for
Excellent and Outstanding Achievement by the National Institute
of Governmental Purchasing, an international public sector professional procurement organization for this innovative Strategic
Alliance model.
What is a Strategic Alliance Procurement and how does it
differ from a conventional preferred supply agreement (Corporate Supply Agreements or Master Standing Offers) or spot buy
acquisition? UVic defines a ‘Strategic Alliance’ as “a revenue- or
value-generating contractual arrangement between a public sector
agency and an external organization that sets out an offered and agreed
upon exchange of cash, goods, and/or services that have measurable
value through an open, and competitive procurement process.” Many
Strategic Alliances result in ‘exclusivity’ agreements. Because the
university is designated as a society and/or charity, it has the
capability of raising funds and enables acceptance of sponsorships, donations, and value-added contributions from firms and
individuals interested in supporting the university.
The benefits are twofold. For the procuring organization (for
UVic), on average, the financial impact of this procurement process is approximately $2.25 million annually. This was achieved
through point-of-purchase price reduction, preferred pricing
(favoured nations clause), increases in event sponsorships, valuein-kind, product, product sample and testing, and promotional
value through advertising opportunities. For the Strategic Alliance
partner, value is derived through the opportunity to build its business and promote its brand to a variety of targeted demographic
groups by marketing and advertising new products and services
through events and activities strategically identified through
UVic’s Corporate Relations Department. All Strategic Alliance
value-add contributions are managed through this department
under a Letter of Understanding arrangement that is an integral
part of the contract between the parties, allowing Purchasing to
remain at ‘arm’s length’ throughout the procurement process.
Funding is allocated through a formal application process by
the Strategic Alliance Funding Allocations Committee based on
UVic’s strategic priorities in key areas, such as: student awards
and scholarships; co-operative work experiences; student recruitment and retention projects or programs; athletic or wellness
activities; and environmental or social sustainability initiatives.
Currently, UVic has 15 active Strategic Alliances and several are
in the works for such products and services as travel management
services and personal computer acquisition programs. On a fiveyear recurring basis, the value to UVic is estimated at over $12.5
million. Strategic Alliance contracts are typically 3-5 years, with
options/opportunity for one-year extensions to a maximum of
two one-year periods upon satisfactory performance during the
preceding 12-month period. Strategic Alliances are formulated through UVic’s formal
sourcing process. These are always posted on an electronic Bid
Board (BC Bid or MERX), and public sector procurement and
sourcing principles are applied throughout the sourcing process.
For example, quality, price, service, delivery, reliability, etc. take
precedence and ‘best-value’ is the determining factor. We evaluate
all proposal responses based on their technical and commercial
merits relative to the scope of work, specifications and deliverables, apart from the value-added components of the offer, and
make awards-based compliance. Value-added contributions are
then reviewed and factored into the ultimate award decision
through a cross functional evaluation team, and a recommendation
for award is made to the Vice-President Finance and Operations
for approval of the recommended award. The value-added component cannot ‘buy’ a contract. By submitting an SA Proposal,
“A ‘Strategic Alliance’ is a revenue- or value-generating contractual
arrangement between a public sector agency and an external
organization that sets out an offered and agreed upon exchange
of cash, goods, and/or services that have measurable value through
an open, and competitive procurement process.”
22
“The suppliers love it, as they compete in an open,
fair and transparent process, know how their proposals will be
evaluated, have long-term contracts from a stability perspective,
and form community relationships with the university.”
proponents are guaranteeing and certifying that they have not
artificially adjusted the point-of-purchase prices to offset valueadd contributions offered in their proposal submission. UVic also
carries out mystery or silent shopper price checks to ensure pricing
is on line with ‘best-in-market.’
All Strategic Alliances must be signed off by all internally
impacted departments, and a comprehensive Strategic Alliance
Report must be approved by the Vice-President Finance and
Operations prior to posting into the marketplace. All Strategic Alliances must be identified in UVic Service Plans on an annual basis. By applying the theory that firms set aside a percentage of their
gross revenue/profit for marketing their products and services to
grow their business and remain competitive, we know that these
firms want to invest in their local communities. UVic developed
its sourcing strategy to target these funds in a way that is mutually
beneficial to all parties. Not only does it save UVic considerable
time and effort to routinely source these key products and services,
Strategic Alliance Partners
Product/Service
Pepsi Bottling Group
Beverages
Complete Vending
Snacks - Coffee
Saputo-Dairyland
Dairy Products
Kyocera-Island Office
Photocopier Fleet
Grand and Toy
Office supplies
Monk Office Supplies
Office Supplies & Furniture
Heritage Office
Furniture
Graphic Office
Furniture
Uniglobe Geo
Travel Management
The Artona Group
Convocation Photography
Hot House Pizza
Pizza & Calzones
B & C Foods
Meats & Frozen Goods
Armstrong Moving
Relocation Services
Quality Move Management
Relocation Services
Old Dutch
Potato chips & Snacks
Sysco-North Douglas
Dry Goods
Islands West
Produce
Best Western
Visiting Team Accommodations
Nestles
Ice Cream
it supports priority student programs, reduces costs considerably,
and enhances UVic exposure to the local and business community. The suppliers love it, as they compete in an open, fair and
transparent process, know how their proposals will be evaluated,
have long-term contracts from a stability perspective, and form
community relationships with the university; they feel that they
are a part of the university community.
UVic plans on presenting its Strategic Alliance Model at
CAUBO 2010. For information on our Strategic Alliance Model
and Sourcing Program, go to: http://web.uvic.ca/purc/sa.php#sa or
the Corporate Relations Department at: http://web.uvic.ca/extr/
corporate/index.php. End notes:
1
2
Double N Earthmovers Ltd. v. Edmonton (City)
[2007] 1 S.C.R. 116, 2007 SCC 3
The guiding principles for the formation of Contracts A and B in the tender process
stem from the judgement in the case of: The Queen in Right of Canada v. Ron Engineering
& Construction (Eastern) Ltd. (1981)
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23
CAF presents a new model
for sharing online resources
By Lori MacMullen, Executive Director, CUCCIO-CDPIUC
B
ased on principles of sharing
and trust, the newly-created
Canadian Access Federation
(CAF) will enable members to
access and share each other’s
web-based resources including databases, electronic publications and software, as well as provide
easier access to computing and networking. Using their home institution credentials (i.e., user-id and password) students,
faculty and staff of member universities
can access wireless networks on other
member campuses (without the burden
of having to establish a guest account). As
more resources are made available, they
will also have access to web-based databases, electronic publications and, in some
cases, software and computing resources. In the early 2000s, the need for a
better and easier way to support authorized access to a variety of resources was
identified. Resources such as electronic
library holdings, e-learning services, high
performance computing, and research
databases were recognized as potential
‘shareable’ resources across the Canadian
higher education community. However, in
order to protect the resources, meet licensing and access restrictions, and ensure
the protection of personal information,
individual institutions were (and continue
to be) faced with the overhead and complexity of providing and managing multiple access options, based on the use of
‘guest accounts’ to allow those users not
associated with their institutions access to
‘shareable’ resources. Users are required
to establish and maintain multiple userids and passwords in order to access the
resources they need. As the demand to
work, study and teach in a collaborative
manner rises, this approach is clearly not
sustainable.
24
After examining the trends in higher
education around the world in ‘Authentication and Authorization Infrastructure
(AAI),’ including the technologies being
used, how they are managed and how
they are delivered, Eduroam© (Education
Roaming) has emerged as the de-facto
standard in support of providing visitors
access to wireless networks at other institutions. SAML (security assertion mark
up language) is being adopted to provide
a standard approach to authorize access
to web-based resources and applications.
In addition to adopting technical standards, the countries leading in this area
(including Switzerland, the US, UK and
15 others) have established and funded
federations for the management and delivery of federated services to their members.
Each member of the federation agrees to
a set of principles, guidelines, and technologies enabling them to grant access to
other members to the shareable resources
within their respective institutions. The
agreed-to set of principles, guidelines and
technologies form the framework required
to support the trust relationship between
members and is promoted and managed
by the national access federation.
In 2006, under the umbrella of the Canadian University Council of Chief Information Officers - Conseil des dirigeants principaux de l’information des universités
canadiennes (CUCCIO-CDPIUC), 14 universities funded a pilot project to develop
and implement a ‘Canadian version’ of an
access management federation. Based on
the success of the pilot and, in anticipation
of the continued and increasing demand to
provide ‘seamless’ access to the multitude
of electronic resources available across
the Canadian higher education community and beyond, the Canadian Access
Federation-Fédération canadienne de la
gestion des accès (CAF-FCAG, hereafter
CAF) was established. Under the auspices
of CUCCIO-CDPIUC, CAF serves as the
vehicle for delivering federated services
in Canada.
CAF provides the policy framework,
organizational structure, business processes and technical infrastructure
required to support a trusted and secure
relationship among and between universities, research institutions and other organizations and in support of collaboration
across higher education, within Canada
and around the world. Using the technologies noted, CAF allows users (i.e.,
researchers, faculty and students) to be
authenticated using their home credentials (i.e., the user-id and password they
use to access electronic information or
services at their own institution) and to
access ‘shareable’ services such as wireless
networking or ‘shareable’ resources such
as electronic publications or online databases. As similar federations continue to
emerge around the world, CAF will support collaboration across higher education
and research communities internationally
through federations of federations. Click HERE to return to TABLE OF CONTENTS
“Each member of the
federation agrees to a set
of principles, guidelines,
and technologies enabling
them to grant access for
other members to the
shareable resources within
their institutions.”
To date, 23 Canadian institutions have
joined CAF. While this is a new venture for Canada,
access federations are in common use in
Europe, the US and Australia. In order
to continue to participate effectively in
worldwide collaborative research, CAF
must be in place, supported and accessible to the Canadian higher education
community and its service providers. To
this end, CUCCIO-CDPIUC, supported
by CANARIE and in conjunction with the
Canadian Knowledge Research Network
and Compute Canada, has undertaken
the CAF Futures Study, with the objective of identifying and implementing a
sustainable funding and delivery model
for the Canadian Access Federation going
forward.
The Canadian Access Federation - Fédération
canadienne de la gestion des accès (CAF-FCAG)
is an initiative of the Canadian University
Council of Chief Information Officers - Conseil
des dirigeants principaux de l’information des
universités canadiennes (CUCCIO-CDPIUC).
For more information on CUCCIO or the CAF,
please contact Lori MacMullen, Executive
Director, CUCCIO-CDPIUC, at [email protected].
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A CAUBO survey of sustainability leadership,
management and practices in Canadian universities
By Carole Workman, Executive Director, CAUBO
Sustainability is an area of increasing priority and emphasis on university campuses
across Canada and in other countries.
Our universities are seen as a catalyst for
change and for action, as expressed in
recent declarations such as the 2005 Talloires Declaration on the Civic Roles and Social
Responsibilities of Higher Education and the
2008 Sapporo Sustainability Declaration. To provide Canadian universities with
baseline data against which they might
assess and measure their own institutional
approaches to leadership for and managing for a more sustainable future, CAUBO
recently undertook a survey of practices
and drivers of organizational change relative to sustainability. Thirty-seven of the
103 Canadian universities that are members of the Association of Universities
and Colleges of Canada and of CAUBO
responded to the survey.
Participation from medium and large
universities (54%) was sufficient to make
the data representative of that group. The
survey will be repeated in February 2010
to capture data and information from those
universities that may not have participated
in the initial survey. Subsequent surveys
will be undertaken every two years on
these and other elements of sustainability. The survey aimed to address the following questions:
a) How do Canadian universities define
sustainability?
b) Who within the university exerts the
most influence on advancing the sustainability agenda? What are some of
the management practices or structures
in place to support advancement?
c) What policy areas are formally addressed
by universities to encourage or enforce
sustainable practices in operations?
26
d)How do universities use the process
of education and community service
to contribute to building a sustainable
future?
The survey demonstrated that there
is a maturing of sustainability concepts
on Canadian campuses and a growing acknowledgement of the need for
universities to play a greater civic role
and assume a greater responsibility for
social change. Universities were always
at the forefront in the development of
new knowledge, but global and climate
challenges require that universities also
‘lead the way’ by accelerating the transfer and application of such knowledge
to their communities and by ensuring a
greater readiness of leaders and workers of tomorrow for tackling the issues.
Universities are achieving this through
the use of the campus and local communities as ‘living laboratories’ for research
and teaching, through partnerships in
the introduction of innovative practices,
through experiential learning opportunities for students, and through the
integration of sustainability concepts in
undergraduate programs, regardless of
the discipline.
The survey results demonstrated that
sustainability is increasingly considered
a broad institutional priority which goes
to the heart of universities and their missions, extending into academic programs,
operations, and community. Participating
universities provided many examples of
how they are ‘leading the way’ – some of
which are highlighted in the full survey
report.
The survey’s focus was on leadership as
well as management practices, policies and
structures that support the advancement of
sustainability. Although individual initiatives are interesting and should be shared,
the survey focused on understanding how
universities organize themselves to expand
the base of knowledge, share knowledge,
and empower to action. Major findings
The major findings of the survey are as
follows:
• A majority of participating universities
(70%) have a formal policy/statement
relative to sustainability, with large universities (83%) more likely to have such
a policy than small or medium-sized
universities.
• A majority of participating universities (74%) include environmental, economic, and social sustainability in their
sustainability policy. Regardless of size,
universities predominantly include
environmental and economic sustainability in their policy. Medium and large
universities are more likely to include
social sustainability as well.
• Senior administrative executives, presidents, and students have exercised the
greatest influence on sustainability programs to date. Deans and faculty members have exercised some influence.
• Students are an important stakeholder,
but they are not perceived as significant
drivers of change when it comes to sustainability.
• Leadership for the development and
implementation of sustainability initiatives is exercised mostly by sustainability officers (63%) and by interdisciplinary committees (61%). More than half
of the sustainability officers have a role
which extends to all units, including
“We need to be aware that the triple bottom line
is not just something that is used as a gimmick
in the industrial and commercial sectors, it ought
to be the living tenet of university activities…
We need to make sure that we are talking out
loudly about the social and moral responsibility
of universities … and we have to be able to drill
that down into the academic programs of the
institution…. We have an absolute commitment
to social responsibility.”
- Alistair Summerlee,
President, University of Guelph
(CAUBO’s Sustainability Workshop, March 2009)
Sustainable
Development
academic. It is not known how many
interdisciplinary committees include
academic participation/leadership.
• Fifty-eight percent of participating universities report annually to their Boards
on sustainability. A majority of these
include multi-year targets and action
plans. The reporting remains primarily environmentally-focused (68%),
although some progress is made relative to reporting on social and economic
objectives. Few (5%) report against academic objectives or goals relative to
sustainability.
• A majority of universities (67%) formally adopt a green building standard requiring certification for new
construction. LEED Silver is the most
frequently-specified minimum level.
Many universities commented that they
commit informally to LEED levels or to
higher LEED levels, but do not require
certification. Further study is required
to determine the barriers to certification.
• With regards to reducing emissions
from transportation, large universities
(all located in large urban centres) are
more likely to focus their efforts on providing or encouraging public transit, car
pooling, and cycling. Location of small
and medium universities may explain
a more varied approach to reducing
transportation emissions, including
more emphasis on ‘buy local’ initiatives.
• Although procurement policies include
reference to sustainability, there appear
to be relatively few demands made of
suppliers relative to sustainability.
• Green IT (information technology) is an
area of emerging development on university campuses. Forty-seven percent
of universities indicate that they have
a green IT policy. Few demands appear
to be made of technology suppliers.
• Fifty-eight percent of universities offer
sustainability-related community service, service learning and/or internship
programs with more large (75%) and
medium universities (57%) doing so
than small universities (29%)
“In this century, an understanding of sustainability will be critical for every person in a leadership
role in every sector of society. The College of
Sustainability offers the opportunity to every
Dalhousie student and professor to engage
meaningfully with issues of environment, sustainability and society.”
- Dr. Steve Mannell,
Director, College of Sustainability and Professor,
School of Architecture, Dalhousie University
http://www.dal.ca/research/outfront/pdf/
fall2008.pdf)
The United Nations Decade of Education for
Sustainable Development (2005-2014) , for
which UNESCO is the lead agency, seeks to
integrate the principles, values, and practices
of sustainable development into all aspects
of education and learning, in order to address
the social, economic, cultural and environmental problems we face in the 21st century.
(http://www.unesco.org/en/esd/)
“You have to have ownership at all different
levels in all different functions of the organization. We all play different roles. Everyone has a
role to play [in sustainability], from faculty, to
students, administrators, custodians, architects,
procurement. You have to develop a program
in a manner that enables people to make decisions that result in distributed responsibility and
distributed ownership.”
- Julie Newman, Yale
(CAUBO’s Sustainability Workshop, March 2009)
Continued on page 30.
27
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Pionniers d
Sondage de l’ACPAU sur le leadership, la gestion et les
pratiques des universités canadiennes en matière de durabilité
Par Carole Workman, directrice générale, ACPAU
La durabilité est un concept de plus en
plus prioritaire et important sur les campus
universitaires partout au Canada et à
l’étranger. Les universités sont des catalyseurs de changement et d’action, comme
en témoignent des documents comme la
Déclaration de Talloires sur les rôles civiques
et les responsabilités sociales de l’enseignement
supérieur (2005) et la Déclaration sur la durabilité de Sapporo (2008).
Afin de fournir aux universités canadiennes des données de référence à partir
desquelles elles pourront se situer et évaluer
les approches qu’elles ont adoptées du point
de vue du leadership et de la gestion afin
de favoriser un avenir durable, l’ACPAU
a récemment effectué un sondage sur les
pratiques de durabilité et les moteurs
du changement organisationnel dans ce
domaine. En tout, 37 des 103 universités
canadiennes membres de l’Association des
universités et collèges du Canada et de
l’ACPAU ont répondu au sondage.
Le nombre de moyennes et de grandes
universités participantes (environ 54 % des
universités appartenant à ces catégories)
est représentatif de leur proportion par
rapport à l’ensemble des universités. Le
sondage sera repris en février 2010 pour
recueillir des données et des renseignements auprès d’universités qui n’y ont
pas répondu cette fois-ci. Par la suite, le
sondage sera effectué aux deux ans et on
y ajoutera d’autres aspects de la durabilité.
Le sondage avait pour but de répondre
aux questions suivantes :
a) Comment les universités canadiennes
définissent-elles le concept de « durabilité »?
b) Quelles sont, dans les universités canadiennes, les personnes qui ont le plus
de poids dans la promotion des pro-
28
grammes de durabilité? Quelles sont
les pratiques ou structures de gestion en
place qui favorisent ces programmes?
c) Dans quels secteurs stratégiques des
pratiques d’exploitation durables sontelles officiellement encouragées ou
appliquées par les universités?
d)Comment les universités mettent-elles
à profit leur mission éducative et les
services offerts à la communauté universitaire pour contribuer à bâtir un
avenir durable?
Le sondage a montré qu’on a atteint une
certaine maturité quant aux concepts liés
à la durabilité sur les campus canadiens et
que l’on reconnaît davantage que les universités doivent jouer un rôle plus actif en
tant qu’entité citoyenne et assumer plus de
responsabilités pour ce qui est de favoriser
des changements sociaux. Les universités ont toujours été à l’avant-garde de la
découverte de nouveaux savoirs, mais les
défis qui se posent quant aux changements
climatiques mondiaux incitent aussi les
universités à « montrer la voie », à « être
des pionnières » en accélérant le transfert
de connaissances et l’application de ces
savoirs au profit des communautés et en
voyant à ce que les leaders et les travailleurs de demain soient prêts à s’attaquer à
ces enjeux. Les universités y parviennent
en utilisant leurs campus et leurs communautés comme des « laboratoires vivants »
pour les étudiants et les professeurs, en
offrant des expériences d’apprentissage
aux étudiants et en intégrant les notions de
durabilité dans les programmes de premier
cycle, toutes disciplines confondues.
Le sondage a fait ressortir que la
durabilité est de plus en plus considérée
comme une grande priorité des établisse-
ments; elle s’inscrit dans la mission, les
programmes d’enseignement, les activités de fonctionnement et la communauté.
Par les exemples nombreux et excellents
qu’elles ont donnés, les universités participantes montrent comment elles sont
des « pionnières »; certains exemples sont
cités dans le rapport détaillé.
Le sondage était principalement axé
sur le leadership ainsi que sur les pratiques, politiques et structures de gestion
portant sur la durabilité. Bien que les initiatives individuelles soient intéressantes et
auraient intérêt à être partagées, ce sondage et le rapport qui en découle cherchaient
à mieux comprendre comment les universités s’organisent pour étendre leur savoir,
le partager et susciter des actions.
Principales conclusions
Voici les principales conclusions qui ressortent du sondage :
• La majorité des universités participantes (70 %) ont adopté une politique
ou une déclaration de principe officielle
en matière de durabilité. Les grandes
universités ont adopté dans une plus
large proportion (83 %) ce type de politique que les petites ou moyennes universités.
• La majorité des universités participantes
(74 %) incluent dans leur politique sur
la durabilité les volets environnemental,
économique et social. Les universités de
toutes tailles s’attardent particulièrement aux volets environnemental et
économique, tandis que le volet social
est plus présent dans les moyennes et
grandes universités.
• Les cadres de la haute direction (volet
administratif), les recteurs et les étudiants sont ceux qui ont eu le plus
« Nous devons garder en tête que le triple bilan
n’est pas un simple concept à la mode dans le milieu
industriel et commercial; cela doit se retrouver au
cœur des activités universitaires… Nous devons
défendre haut et fort les responsabilités sociales
et morales des universités… et nous devons être
en mesure de traduire ces principes concrètement
dans les programmes d’enseignement de nos
établissements… Nous avons un engagement
absolu en ce qui a trait à la responsabilité sociale. »
- Alistair Summerlee,
Directeur, University of Guelph
(à l’occasion de l’atelier de l’ACPAU)
Développement
durable
« Au cours de ce siècle, il faudra que toute personne
exerçant un rôle de leadership, dans quelque
secteur que ce soit de notre société, comprenne le
développement durable. Le College of Sustainability
offre à tout étudiant et tout professeur de Dalhousie
l’occasion de s’attaquer de façon significative aux
enjeux qui touchent l’environnement, la durabilité
et la societé. »
- Dr Steve Mannell,
directeur, College of Sustainability, et professeur
à l’École d’architecture, Dalhousie University
(http://www.dal.ca/research/outfront/pdf/
fall2008.pdf)
d’influence à ce jour sur les programmes
de durabilité. Les doyens et les membres du corps professoral exercent
également une certaine influence.
• Les étudiants sont des acteurs importants, mais ne sont pas vus comme des
moteurs de changement centraux pour
ce qui est de la durabilité.
• Le leadership en matière de création et
de mise en place d’initiatives relatives
à la durabilité est exercé principalement
par un bureau ou un responsable de
la durabilité (63 %) et par des comités
interdisciplinaires (61 %). Plus de la
moitié des responsables de la durabilité jouent un rôle dont la portée
touche toutes les unités, y compris les
unités d’enseignement et de recherche. Nous ne savons pas combien de
comités interdisciplinaires incluent la
participation ou le leadership des unités
d’enseignement et de recherche.
• Cinquante-huit pour cent (58 %) des
universités participantes produisent un
rapport annuel sur la durabilité pour
leur conseil. De cette proportion, la
majorité inclut des cibles sur plusieurs
années et des plans d’action connexes.
Les rapports se concentrent encore principalement sur l’aspect environnemental (68 %), mais les aspects sociaux et
économiques gagnent en importance.
Très peu de rapports (5 %) incluent l’état
de la situation par rapport à des objectifs ou à des buts d’ordre académique
relatifs à la durabilité.
• La majorité des universités interrogées
(67 %) ont adopté une norme officielle
sur les bâtiments écologiques exigeant
l’obtention d’une certification pour les
nouvelles constructions. La certification
LEED de niveau Argent (au minimum)
est la plus fréquemment demandée.
De nombreuses universités ont indiqué avoir pris l’engagement informel
de respecter ou même de hausser les
niveaux LEED, mais n’exigent pas la
certification correspondante. Il faudrait
pousser les recherches pour trouver
quels sont les obstacles à la certification.
La Décennie des Nations Unies pour l’éducation
au service du développement durable (20052014), dont l’UNESCO est l’organisation chef
de file, s’emploie à intégrer les principes, les
valeurs et les pratiques indissociablement liés
au développement durable à toutes les formes
d’éducation et d’apprentissage, afin que nous
puissions relever les défis sociaux, économiques
et environnementaux du XXIe siècle.
(http://www.unesco.org/fr/esd/)
« Il faut s’approprier cette notion partout, dans
les différentes fonctions de l’organisation et à
tous les échelons. Nous assumons différents rôles.
Tout le monde a un rôle à jouer [pour ce qui est
du développement durable] – qu’il s’agisse des
professeurs, des étudiants, des administrateurs,
des responsables, des architectes ou du service des
achats. Il faut mettre en place un programme qui
fait en sorte que les gens puissent prendre des décisions pour qu’ainsi ils se sentent individuellement
responsables et qu’ils s’approprient cette idée. »
- Julie Newman,
Yale (à l’occasion de l’atelier de l’ACPAU)
Suite à la page 30.
29
Leading the Way to a Sustainable Future: A CAUBO survey of sustainability leadership,
management and practices in Canadian universities
continued from page 27.
Going forward
The survey gives rise to the following thoughts or ideas requiring further
review and/or consideration:
1. Should universities build a case for
a new type of funding that would
allow them to use their campuses more
extensively as models or living laboratories for demonstrating to the community and to the next generation(s)
ways of building a more sustainable
future?
2. There is some evidence that the cost
of certification may be a deterrent to
adopting more aggressive standards
for construction, renovations, and
operations. The CAUBO national
Facilities Management Committee has
undertaken a review and analysis of the
various certification processes.
3. More study is required to understand
the current and possible roles that procurement can play in university sustainability programs. 4. Greater effort is required to identify
and share practices relative to how best
to reduce energy use and carbon footprints of universities as they pertain to
technology assets. CAUBO will explore
ways of doing so with the Canadian
University and College Council Chief
Information Officers (CUCCIO).
5. There is evidence of some integration of
sustainability concepts in undergraduate programs generally and in experiential learning programs. Should there
be a national forum for debate, exploration, exchanging on sustainability and
academic programs?
6. Funding appears to be a barrier to more
aggressive climate action by universities. Should there be more analysis
of the carbon footprint of universities
and how investments in insfrastructure renewal might reduce these? What
types of support would facilitate or
encourage action?
We wish to thank all of the participating universities as well as the Advisory Committee
members who assisted in the preparation of the
survey report, and look forward to the increased
participation in and additional information
gathered from the February 2010 survey.
Pionniers d’un avenir durable : Sondage de l’ACPAU sur le leadership, la gestion et les
pratiques des universités canadiennes en matière de durabilité
suite de la page 29.
• En ce qui a trait à la réduction des
émissions des véhicules de transport,
les grandes universités (qui se trouvent toutes dans de grands centres
urbains) ont plutôt tendance à concentrer leurs efforts sur l’offre de services
de transport en commun, de covoiturage et d’emprunt de bicyclettes, et sur
l’encouragement à utiliser ces services.
L’emplacement des petites ou moyennes universités pourrait expliquer
la plus grande variété des approches
mises de l’avant pour réduire les émissions des véhicules de transport, y compris les initiatives visant à encourager
l’achat de produits locaux.
• Bien que les politiques d’achat fassent
référence à la durabilité, il semblerait
que peu de demandes soient formulées
auprès des fournisseurs en matière de
durabilité.
• L’informatique écologique, ou « verte »,
est un secteur en développement
sur les campus universitaires; 47 %
des universités ont établi une politique
d’informatique écologique. On note que
les exigences envers les fournisseurs
informatiques sont limitées.
• Cinquante-huit pour cent (58 %) des universités offrent des programmes de services communautaires, d’apprentissage
par le service communautaire et de
stages liés à la durabilité. Les grandes
30
universités le font davantage (75 %) que
les moyennes universités (57 %) et les
petites (29 %).
Tournés vers l’avenir
Le sondage suscite des réflexions et soulève
des idées sur lesquelles il faudra se pencher
à l’avenir. Les voici :
1. Les universités devraient-elles trouver
et justifier un nouveau type de financement qui permettrait d’utiliser les
campus de façon plus intense comme
des modèles ou des laboratoires vivants
pour montrer à la communauté et aux
prochaines générations des moyens de
bâtir un avenir plus durable?
2. Certains éléments semblent indiquer
que le coût de la certification puisse
être un obstacle à l’adoption de normes
plus rigoureuses pour les constructions,
les rénovations et le fonctionnement de
manière générale. Le Comité de gestion
des installations de l’ACPAU a entrepris
une étude et une analyse des divers
processus de certification existants.
3. Il faut d’autres études pour comprendre le rôle actuel des services
d’approvisionnement et le rôle qu’ils
pourraient jouer dans le cadre des programmes de durabilité des universités.
4. Il faut déployer plus d’efforts pour cerner
et mettre en commun des pratiques
d’excellence afin de réduire la consom-
mation d’énergie et les bilans carbone
des universités en ce qui a trait aux actifs
technologiques. L’ACPAU explorera des
moyens possibles avec le Conseil des
dirigeants principaux de l’information
des universités canadiennes (CDPIUC).
5. Il semble que l’on intègre davantage
les notions de durabilité dans les programmes de premier cycle, de manière
générale, et dans certains programmes
d’apprentissage expérientiels. Devraiton avoir un forum national pour discuter, explorer, échanger au sujet de la
durabilité et de son lien avec les programmes d’enseignement?
6. Le financement semble être un obstacle à
l’adoption par les universités de mesures
plus poussées à l’égard des changements
climatiques. Devrait-on se pencher
davantage sur le bilan carbone des universités et sur la façon dont les investissements consacrés au renouvellement de
l’infrastructure pourraient améliorer le
bilan? Quelles formes de soutien favoriseraient des actions concrètes?
Nous souhaitons remercier toutes les universités participantes ainsi que les membres
du comité consultatif qui ont contribué à la
préparation du rapport. Nous espérons compter
sur une plus grande participation et recueillir
plus d’information à l’occasion de la prochaine
édition du sondage, en février 2010.
CAUBO 2010 Recognition Awards
Become a part of the success!
Each year, the CAUBO Recognition Awards program continues to
grow as we recognize more outstanding administrators for their
accomplishments and achievements. Last year, eight deserving
individuals were celebrated for their contributions to higher
education administration. Why not become a part of the success
by nominating a colleague from your institution, sector, or region?
CAUBO invites submissions of candidates from across
the country and from diverse fields of higher education
administration. The winners will be announced next June at the
CAUBO 2010 Conference and will receive national recognition.
Celebrate a colleague by nominating them today!
The CAUBO Recognition Awards program includes four categories,
making it easier to properly match the individual’s contributions
at different times during his or her career to a particular award
category. The categories are:
Ken Clements Distinguished Administrator Award
Outstanding Contribution Award
Distinguished Service Award
Honorary Membership for Distinguished Service
Visit our website at www.caubo.ca for details or to submit an
application, or contact Amanda Brazeau at [email protected].
The deadline for submissions is Friday, April 2, 2010.
Programme de
reconnaissance de
l’ACPAU 2010
Prenez part à la réussite! Honorez un ou une collègue en proposant sa candidature aujourd’hui!
Chaque année, le programme de reconnaissance de l’ACPAU
continue de prendre de l’ampleur, puisqu’on souligne les
réalisations d’un plus grand nombre d’administrateurs
remarquables. L’année dernière, 8 personnes dignes d’éloge
ont été honorées pour leur contribution à l’administration de
l’enseignement supérieur. Pourquoi ne pas prendre part à cette
réussite en proposant un ou une collègue de votre établissement,
de votre secteur d’activité ou de votre région?
Le programme de reconnaissance de l’ACPAU comporte quatre
catégories qui permettent chacune de mettre en valeur la
contribution particulière d’une personne à différents moments de
sa carrière. Les catégories sont les suivantes :
Prix Ken Clements pour administrateur exceptionnel
Prix pour contribution remarquable
Prix pour service exceptionnel
Membre honoraire pour service exceptionnel
L’ACPAU reçoit les candidatures de partout au pays et de divers
secteurs de l’administration de l’enseignement supérieur. Les lauréats
seront connus en juin prochain à l’occasion du congrès ACPAU 2010,
tribune qui témoigne d’une véritable reconnaissance nationale.
Consultez notre site Web à www.acpau.ca pour obtenir plus
de détails ou proposer une candidature. Vous pouvez aussi
communiquer avec Amanda Brazeau à [email protected].
La date limite pour l’envoi des candidatures est le vendredi 2 avril 2010.
Maintaining
strategic direction
By Christina Chant
W
hile a recession may
encourage more students into post-secondary education and away from
an unforgiving job market, the
revenues gleaned from this small
upward trend are certainly not
equal to the damages incurred by
devastated endowment and pension
fund investments. Across the country,
many universities are struggling with a
new reality: one in which the after effects
of the recession, combined with systemic
government funding issues, will be felt
for many years to come.
For the University of Western
Ontario (UWO), declines in the equity
markets have resulted in substantial
shortfalls. According to Gitta Kulczycki, Vice-President, Resources
and Operations, UWO faces
a $46.25 million loss in nonendowed investment income
over the last three years of
the current four-year planning period (of which 20092010 is the third year). With
projected revenues of $526.4
million and expenditures of
$539.7 million in 2009-2010,
the university expects to end this
year with a deficit of $13.3 million.
The planned withdrawal of accumulated investment income for 2008-2009
totalling $18.55 million was developed in
the context of UWO’s 2007-2011 strategic
plan, Engaging the Future, and academic
priorities as outlined in the Faculties’ Aca-
32
demic Plans. UWO managed to amend its
budget to make up the shortfall by halting
two one-time expenditures in that year,
explains Kulczycki. “There were two onetime expenditures that we were able to
stop. One was the transfer to our capital
program, which meant that we had to put
a renovation project on hold, and the other
was a fund that we were going to replenish
that covers the 20% match on CFI funds.
On a day-to-day basis in our community,
this meant that people did not really see
an impact.”
2009-2010, however, has been a different matter. $11.35 from accumulated
investment returns was also already
worked into UWO’s general revenue line;
however, the impact on investment returns
meant that this planned 2009-2010 withdrawal, and the $16.35 million earmarked
for withdrawal in 2010-2011, no longer
represented realistic options.
In the face of these shortfalls, faculties and support units have been asked to
reduce their operating budgets by 1.5% in
both 2009-2010 and 2010-2011. Given the
decentralized approach to budget planning
at UWO, the way in which different units
manage these reductions will vary. In order
to support this process, UWO instigated a
hiring freeze, eliminated some positions,
and offered a one-time phased retirement
option that 12 faculty members elected to
take. In total, these measures have led to
the reduction of 114 staff positions.
“All of this was brought about by virtue
of those investment draws on our nonendowed funds that we had been plan-
ning, but no longer had to make,’ says
Kulczycki, noting that, since 1985, UWO
has invested with an eye to its long-term
portfolio. Despite this historical precedent,
Kulczycki says UWO has accepted the criticism levelled at it for the use of investment
returns to pay ongoing salaries. “It is our
intention that, in future, as we make those
draws on our accumulated investment
returns, it will not be for ongoing salaries.”
UWO remains committed to graduate
expansion and will remain committed to
the funding programs that provide the
necessary resources to faculties: the Enrolment Contingent Fund (ECF) and Graduate Expansion Funds (GEF and GEF+).
Student financial aid also remains a priority. UWO’s endowed student awards are a
Gitta Kulczycki
Vice-President,
Resources and Operations,
The University of Western Ontario
critical component in its “western guarantee” of financial aid for qualified students,
and the shortfalls in these awards will be
replaced by central funds.
For Matthew Nowakowski, executive
director of financial services, Université
de Montréal (U de M), a challenge more
fundamental than the recession is the funding structure in Quebec. Nowakowski
notes that, according to a 2002 study done
by CREPUQ, universities in Quebec are
underfunded cumulatively by at least $375
million per year when compared to the
Canadian average.
U de M’s most recent fiscal year has
ended with an accumulated operating deficit of $139 million. While the university has
instituted an organization-wide review of
its operating structure with a view towards
closing the gap between revenues and
costs, he notes that this is a monumental
exercise in a context where the growth in
revenues is consistently below the growth
in expenditures.
U de M’s $134 million endowment fund
is less significant compared to those of
other large research-intensive universities.
While a smaller portion of the operations at
Montreal are consequently dependent on
this income than is often the case at institutions with more substantial endowment
earnings, Nowakowski says that the average payout of over $5 million still provides
a relatively significant contribution to the
university’s operations.
This contribution is money that Montreal will be going without in 2009-2010.
“Our endowment fund is still relatively
young and we have not had the opportunity to build up a significant surplus,”
Matthew Nowakowski
Executive Director
of Financial Services,
Université de Montréal
Richard Florizone
explains Nowakowski. “We were in a position where market value had decreased
below the value that most of our donors
had originally contributed, so it was
decided that the most prudent thing to do
was to not distribute to accounts that were
in this ‘under water’ position.”
As distribution is based on the market
value at Montreal’s year-end, May 31, 2009,
Nowakowski explains that, for the vast
majority of accounts, funds end up being
spendable and spent the following year.
“The year in which we are in now is the
one where we are going to feel the impact.”
The absence of that funding precipitated a painstaking account-by-account
analysis for each faculty. Nowakowski
notes that some accounts that receive distribution from the endowment fund had
accumulated a surplus over a number of
years that was equal to the distribution
they would normally receive. Faculties
that had not accumulated a surplus were
advised to use money from other restricted
accounts to support activities, or were
offered the option of taking an advance
equal to approximately half of normal
distribution that could then be paid back
from future earnings over two years. “Of
the accounts that could have requested
this, less than 20% did,” says Nowakowski.
“By and large, for the current year, faculties
were able to make do with the resources
already available to them.”
Montreal is currently conducting
another detailed analysis of its accounts
as well as some modelling to try to gauge
the effects of positive, neutral and downward trends in the markets. Its options,
however, are limited. Nowakowski stresses
Vice-President
Finance and Resources,
University of Saskatchewan
David Stewart
Vice-President,
Administration,
Mount Allison University
33
that U de M’s general budgetary situation
is “extremely restrictive.” The tuition fee
freeze in place since 1996 has been lifted
only marginally. In its last two budgets
U de M has been cutting budget allocations by a few percentage points across the
board and has currently instituted a central
approval process on all hires.
For Richard Florizone, Vice-President
Finance and Resources, University of
Saskatchewan (U of S), provincial funding has also become a matter for concern.
Over the course of the global downturn,
the U of S faired better than many other
institutions as a result of a less significant
endowment fund and a more insulated
geographic position.
Recently, however, the downturn has
been making more of an impact on the
province. Twenty percent of provincial
revenues for the 2009-2010 fiscal year –
more than is estimated to come from provincial income tax – had been budgeted
from income generated by sales of potash.
However, potash prices have been soft.
Even though the U of S received sufficient
funding to meet projected wage inflations
in 2009-2010, the provincial government
expects a budget shortfall and is signalling
that things may be different next fiscal year.
“It is not a done deal, but the government is expecting us to get ready for some
belt-tightening,’ says Florizone.
Thus far, the pension crisis has been a
primary focus for the U of S. ‘We had about
$400 million in defined benefit assets and
a solvency deficit at the end of 2008 in the
order of $100 million,’ explains Florizone.
‘We could not find a realistic set of investment assumptions that showed our pension fund recovering.’
The university calculated that it needed
a 3% targeted operating budget adjust-
34
ment, phased in over two years, in order to
make a $10 million permanent reduction
in the operating budget. The current fouryear strategic plan (2008-2012) has helped
to focus the necessary budget adjustments.
These funds will then be channelled into
repairing the damage sustained by pension funds and other investments for the
foreseeable future.
Florizone notes that, while the 3% cuts
are not drastic enough to warrant eliminating major programs or colleges, they
are certainly painful in that they affect
people. “Seventy percent of our operating
budget is salaries and benefits, so when
you look at trimming the budget, of course
there is an impact,” he says. He expects
this impact to be felt in about 60 positions,
but notes that many of these positions are
currently unfilled.
As part of a broader sustainability
program, Florizone expects to be able to
trim about $1 million out of Saskatchewan’s utilities budget: an ongoing effort
towards energy efficiency which is beginning to yield some financial benefits.
Some ancillary services, such as printing, are starting to move towards cost
recovery and Florizone says that, as part
of the differential targets established for
the colleges and units, there is a focus on
moving activity off the operating budget
and to a different source of funding, as
opposed to cutting activity.
The U of S’s Academic Priorities Fund
has, so far, gone untouched. “It is relatively small compared to our overall
operating budget, but it means we are
still able to continue making those strategic investments,” says Florizone, Other
areas that received no budget adjustment
were identified as strategic priorities and,
in most cases, were areas that had just
been invested in, including the three new
interdisciplinary schools and University
Advancement.
However, uncertainty still looms.
While, at this stage, Florizone can only
speculate, a drop in provincial funding
means the focus would then become the
implementation of much more serious cuts.
“And anyone would admit,” he notes, ”that
tends to overtake your strategic agenda.”
Some faring better than others
While the challenges are large, for a few
institutions, the impact has been markedly
lighter. According to David Stewart, VicePresident, Administration, Mount Allison
University (MAU) has made it through
the downturn relatively unscathed.
Stewart predicts that lower interest rates
will result in income from non-endowed
investments falling about $250,000 compared to last year; however, this only
amounts to about six-tenths of 1% of total
revenues in the general operating fund.
Endowment spending is also down by
19% ($891,000) from last year, but, very
little of that spending is done in the general
operating fund. Channelled into academic
departments, endowment monies support
special one-time or short-term projects,
rather than day-to-day operations. Thus
far, he says, there has been no significant
adverse impact on departments.
Most significant in terms of investment income from endowment funds is
MAU’s financial aid program, but funds
accumulated from last year and a boost
of $200,000 to the general operating fund
means that the program has been successfully maintained.
Stewart predicts that the recession will
have had some impact on MAU’s defined
benefit pension plan; however, this effect
will not be quantified until a valuation
is done next spring. As the plan is small,
covering only non-academic staff, Stewart
believes the impact will be manageable.
“What has happened has not had an
adverse impact on us,” says Stewart. “In
fact, significant infrastructure funds have
come into the institution, so there has been
a real benefit from that.” In addition, the
provincial government in New Brunswick
has provided additional funds equivalent
to a rise in tuition fees to offset the tuition
freeze implemented in 2008-2009. “We are
getting through this fairly well at MAU,”
Stewart reflects. “A lot of things are going
well for us at the moment.”
Conclusion
While the impact of the recession has
undoubtedly been felt at some level by
all Canadian post-secondary institutions,
variables such as provincial funding and
investment strategies mean that the severity of the impact has differed from institution to institution. However, recovering
from investment losses and achieving
expected investment returns will take a
long time and government deficits will
place ongoing pressure on university
funding. Universities are responding by
making structural changes to their operations and permanent reductions in staff.
Strategic plans have provided a guiding
light, allowing institutions to make targeted cuts and protect priority investments wherever possible.
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HIGHLIGHTS OF
THE CAUBO REPORT
INTRODUCTION
The CAUBO Report, Financial Information of Universities and Colleges, prepared
in cooperation with Statistics Canada,
provides CAUBO members, governments, and other interested parties with
a single source of financial information
for all CAUBO member institutions. This
annual overview is intended to provide
a high level summary of key data points
and trends, while encouraging a better
understanding of the underlying detail.
It also suggests areas where report users
may wish to do more detailed analyses in
support of their own information needs.
As in past years, the Highlights report on
total sources of income, government funding of research, and university operating
expenditures. This year’s Highlights also
consider trends in key funding sources and
look at the possible effects of inter-fund
transfers on the interpretation of expenditure data.
TOTAL SOURCES OF INCOME
As shown in Chart A, total income
approached $27 billion. This represents
an increase of less than 3% over 2006-07,
Chart A: Total Income by Fund (in $ millions) 2007-08: $26,849 (2006-07: $26,114)
(previous year’s data in brackets)
Capital,
$1,912 - 7% ($1,179 - 5%)
Special purpose and trust,
$1,434 - 5%
($1,545 - 6%)
Endowment,
$290 - 1%
($1,014 - 4%)
Ancillary,
$1,677 - 6%
($1,629 - 6%)
Sponsored research,
$6,092 - 23%
($5,744 - 22%)
General operating,
$15,444 - 58%
($15,003 - 57%)
37
considerably lower than has been the case
in recent years. As anticipated, endowment fund income dropped significantly:
investment income in endowments was, in
fact, negative, but contributions to endowments were sufficient to compensate and
resulted in a small gain. It should be noted
that these national trends may not reflect
variances that would be observed at the
provincial or institutional levels.
Provincial funding continued to be
the major driver of income growth with
an increase of over 10% over the previous year. This compares favourably to
an increase of 4.6% in tuition and fees or
6.5% in federal government grants and
contracts. Donations, while still a relatively
small source of income, continued to grow
– with an average increase of 14% per year
over the period shown in Chart B.
Focusing on the three key sources of
income for universities, Chart C shows their
importance relative to total income over the
review period. Note that, for this chart only,
the total is calculated excluding investment
income, as its volatility tends to mask trends
in the other, more stable, sources.
The results in Chart C suggest an emerging trend of increasing provincial government funding, while the other traditional
sources of income appear to be stable – relative to total income – or slightly declining.
This could reflect an increased participation of provincial government agencies in
sponsored research, provincially funded
construction and similar projects, increased
operating grants, or a combination of these.
A more detailed analysis would help to
determine the contributing factors and
would show whether these are generalized trends or specific to certain provinces.
SOURCES OF OPERATING INCOME
Previous Highlights have looked at the contribution of provincial governments to university operating income relative to tuition
and other fees. Broadly speaking, this has
shown an inverse relation between the two,
where institutions in those provinces with
higher operating grants have lower tuitions
and vice versa. This year, Chart D looks at
the national trend in these two sources of
operating income over the past five years.
Despite the small annual variations
seen in the chart, both of these sources of
operating funds have grown steadily and
at roughly the same rate: over the period
shown, provincial funding has increased
by 30%, while total income from tuition
and fees has increased by 26%. It must be
stressed that these are national averages for
funding sources that are primarily driven
38
Chart B: Income Source – All Funds (in $ millions)
$14,000
2003-04 Total $21,302
$12,000
2004-05 Total $22,282
2005-06 Total $24,278
2006-07 Total $26,115
$10,000
2007-08 Total $26,849
$8,000
$6,000
$4,000
$2,000
$0
Provincial &
other gov’ts
–$2,000
Tuition &
other fees
Federal gov’t
grants &
contracts
Non-gov’t
grants &
contracts
Donations
Investments Other income
Chart C: Selected Income Sources Relative to Total Income (excluding Investment Income)
50%
40%
Provincial & other gov’ts
Tuition & other fees
30%
Federal gov’t grants & contracts
20%
10%
0%
2003-04
2004-05
2005-06
2006-07
2007-08
Chart D: Operating Income from Provincial Government and Tuition & Other Fees (in $ millions)
$10,000
$9,000
$8,000
$7,000
$6,000
$5,000
$4,000
$3,000
Provincial & other gov’ts
$2,000
Tuition & other fees
$1,000
$0
2003-04
2004-05
2005-06
2006-07
2007-08
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Table A: Federally- and Provincially-Sponsored Research by Source (in $ millions)
Federal
2007-08
Canadian Institutes of Health Research (CIHR)
2006-07
2005-06
2004-05
$716.7
$677.6
$690.2
$609.6
Natural Sciences and Engineering Research Council (NSERC)
734.5
687.0
629.2
622.9
Canada Foundation for Innovation (CFI)
371.0
337.8
400.4
323.3
Canada Research Chairs (CRC)
234.1
259.7
226.2
190.4
Social Sciences and Humanities Research Council (SSHRC)
220.0
204.6
204.7
183.3
28.8
20.7
18.9
20.3
313.3
263.3
213.6
171.5
Health Canada
Indirect Costs Grant
Other Federal
Total Federal
310.8
252.8
300.4
330.0
$2,929.2
$2,703.5
$2,683.6
$2,451.4
$184.6
$114.4
$79.4
$77.1
Provincial
Ministry Responsible
Other Provincial
929.4
960.2
922.4
1,000.3
Total Provincial
$1,114.0
$1,074.6
$1,001.8
$1,077.5
Total Federal & Provincial
$4,043.2
$3,778.1
$3,685.3
$3,528.8
by provincial policy. The same analysis at a
provincial level shows cumulative growth
in provincial funding ranging from 16%
to 53% over the period, while growth in
tuition and fee income ranged from 4% to
39%. These are absolute figures, and do not
take into account changes in enrolment,
population, or other factors.
Comparisons of these trends should be
used with care, as reporting differences
among provinces can lead to misinterpre-
tation. For example, provincial grants for
construction and renovation may, in some
cases, be reported in the operating fund,
which will inflate the apparent operating
grant. Specific provincial policies may
also have an impact, such as in Québec,
where universities are required to recognize revenue in the Capital fund, following principles that are not aligned with
GAAP. The discussion of expenditures
later in this report looks at the impact of
inter-fund transfers on expenditures by
fund; a complementary analysis could be
used when looking at income by fund.
SPONSORED RESEARCH
– FEDERAL AND PROVINCIAL
Federally-sponsored research revenues
increased in almost all of the major programs (Table A). As was the case in 200607, research funding from the ministries
responsible for post-secondary education
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40
ADVERTORIAL
Currency: The Benefits Of
Dynamic Strategic Hedging
By: M
onica Fan, Vice President, Senior Currency Product Engineer, SSgA
[email protected]
Currency hedging is complicated at the best of times but
it has been made even more complicated over the past
few years by the Canadian dollar’s rollercoaster between
US$0.76 and US$1.10. It is vital for pension fund and
endowment fund managers to manage currency volatility,
as it contributes over half of the volatility on international
bonds and over a third of volatility of international
equities. With currency volatility poised to rise in 2010, it is
imperative for pension fund managers to implement smarter
hedging strategies that are effective during periods of
heightened currency volatility.
Pension fund managers have traditionally used static hedges
to reduce the volatility of both currency gains and losses.
A 50% strategic hedge ratio is commonly chosen in order
to minimise the regret of being over-hedged when the
Canadian dollar is strong and the being under-hedged when
the Canadian dollar is weak. Implicit in this approach, is
the assumption that currency gains and losses will, over
the long term, average to zero. But a comparison of the
currency returns of a hedged and unhedged MSCI US Index
over 1989-2009 demonstrates that both the frequency and
size of currency losses have been disproportionately higher
than for currency gains even over 20 year periods.
contracts when the Canadian dollar slumped by 25% to
US$0.76 in 2008. Although the pension funds benefited from
an equivalent and offsetting currency gain on their underlying
assets these unrealised currency gains could not be used to
meet these realised currency losses.
SSgA’s Dynamic Strategic Hedging seeks to reduce currency
losses, without eliminating all currency gains versus the
strategic hedge ratio, by customising the hedge ratio on each
currency pair according to its deviation from the fair values
estimated by SSgA. For example, at the end of September
2009, a Canadian pension fund with a strategic hedge ratio
of 50% using the Dynamic Strategic Hedging program would
have hedged only 40% of its US dollars but 60% of its euro
because the Canadian dollar was over-valued against the US
dollar but under-valued against the euro. Moreover, as the
Canadian dollar becomes more over-valued (under-valued)
against the US dollar, the hedge ratio on the US dollar would
systematically be decreased (increased). This systematic, value
orientated hedging strategy enables pension funds to hedge
intelligently and to reduce downside currency risk without
sacrificing much needed excess return versus a static hedge.
The MSCI EAFE® Index is a trademark of MSCI Inc.
In principle, pension fund managers set a strategic
hedge ratio for the long term. In practice, many pension
fund managers adjust their strategic hedge ratio every
few years when they sense that the Canadian dollar is
above or below fair value. This reflects the fact that in
practice, the investment horizon of many pension fund
managers is nearer to 3-5 years, rather than 10 years;
and that many pension fund managers actually seek
to reduce downside currency risk, rather than currency
volatility per se. Unfortunately, adjusting a pension
fund’s strategic hedge ratio does not address the issue
that the Canadian dollar may be over-valued against
the US dollar but under-valued against the euro.
Some university pension funds experienced the limitations
of static hedges in 2008. Pension funds that had hedged
100% of their US dollar assets at the end of 2007 suffered
large realised currency losses on their forward currency
The views expressed in this material are the views of Monica
Fan, Vice President, Senior Currency Product Engineer,
State Street Global Advisors and subject to change based
on market and other conditions. All information has been
obtained from sources believed to be reliable, but its accuracy
is not guaranteed. There is no representation or warranty
as to the current accuracy, reliability or completeness of,
nor liability for, decisions based on such information. This
document contains certain statements that may be deemed
forward-looking statements. These statements are based on
certain assumptions and analyses made by Monica Fan in
light of their experience and perception of historical trends,
current conditions, expected future developments and other
factors they believe appropriate in the circumstances. Past
performance is not a guarantee of future results.
Table B: Reported Expenditures and Inter-Fund Transfers (in $ millions)
General
operating
Special purpose
and trust
Sponsored
research (total)
Ancillary
Capital
Endowment
Reported Income
$15,444.1
$1,433.8
$6,091.9
$1,677.1
$1,912.1
$290.1
Reported Expenditures
$15,240.4
$1,381.0
$5,648.5
$1,616.2
$2,381.2
$0.0
Transfers (to) from Fund
173.2
66.8
172.8
59.0
(506.0)
33.8
$15,413.6
$1,447.8
$5,821.3
$1,675.2
$1,875.2
$33.8
Newfoundland and Labrador
15.3
(0.6)
(1.1)
(3.3)
(10.3)
Prince Edward Island
(0.1)
-
(0.3)
3.0
(2.7)
-
Nova Scotia
(6.7)
0.3
10.8
4.8
(10.0)
0.7
New Brunswick
1.9
2.6
0.2
1.8
(7.2)
0.7
Québec
9.2
18.4
(28.4)
1.3
(29.8)
29.3
Ontario
165.7
5.4
7.6
36.4
(221.7)
6.6
5.9
13.5
9.7
4.9
(49.4)
15.4
Saskatchewan
19.7
(2.0)
64.2
10.3
(88.2)
(4.0)
Alberta
(50.1)
5.2
108.5
6.6
(67.3)
(3.0)
British Columbia
12.4
24.0
1.6
(6.8)
(19.4)
(11.9)
Effective Expenditures
Transfers by Province
Manitoba
-
Note: net transfers not equal to zero due to rounding
Chart E: Operating Fund Expenditures by Function (in $ millions)
2007-08 $15,240 (2006-07 $14,342) (previous year’s data in brackets)
Computing and communications,
$568 - 4% ($549 - 4%)
Non-credit instruction,
$395 - 3% ($354 - 2%)
Library, $724 - 5% ($720 - 5%)
Student services,
$1,284 - 8% ($1,165 - 8%)
External relations,
$294 - 2%
($272 - 2%)
Administration and general,
$1,657 - 11% ($1,551 - 11%)
Physical plant,
$1,623 - 11% ($1,574 - 11%)
increased significantly while, unlike last
year, funding from other provincial sources
(in the respective universities’ home provinces) decreased.
EXPENDITURES BY FUND
The FIUC Guidelines discourage the use of
inter-fund transfers in the report and indicate that expenditures should be reported
in the same fund as the related revenues
(with the exception of the endowment
fund, where revenues follow expenditures). There are circumstances where this
is not feasible, and report users should
consider the impact of transfers when com42
Instruction and
non-sponsored research,
$8,695 - 57%
($8,157 - 57%)
paring income and expenditures by fund.
Table B shows reported expenditures and
effective expenditures by fund after taking
into account inter-fund transfers.
While the report does not provide sufficient detail to fully analyze inter-fund
transfers, the major contributors appear
to be transfers from the Operating and
Sponsored research funds into the Capital fund. This would occur, for example,
where construction or other major projects
and acquisitions are funded by research
funds (e.g., CFI and matching funds) or
from the university’s operating budget,
but are reported as capital expenditures.
The size and nature of inter-fund transfers varies among institutions, but tends to
be similar within a given province. Table
B includes a breakdown of the transfers
by province; these should be considered
when doing inter-provincial comparisons
of fund data.
OPERATING EXPENDITURES
Chart E shows operating expenditures by
function. Year over year, these expenditures
increased by 6.3%, with the greatest rates of
increase in non-credit instruction (11.6%)
and student services (10.2%), and the smallest in computing and communications
(3.5%) and physical plant (3.1%). While
last year’s Highlights commented that the
breakdown of operating expenses is generally consistent from year to year, it is worth
noting that student services also showed a
relatively large increase in 2006-07.
SUMMARY
When viewed at a national level, the sources
and uses of funding at Canadian universities show little change over the relatively
short time period covered in this article.
The greatest portion of available resources
goes, as would be expected, to support the
key missions of teaching and research.
The majority of our members are public
institutions, so the system relies heavily
on provincial funding for its operations,
while the federally-funded agencies are the
major contributors to sponsored research.
CAUBO members and other report
users continue to find the FIUC report a
key source of information for operational
and policy questions, be it at the institutional, provincial, or national level.
Coordon. :
ADDENDA Stands for Added Value
Josée
Infographe : Date :
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including both graduate and undergraduate students and based on the
most recent AUCC fall headcount.
This is a widely known and commonly used calculation – it is the
approach used by Statistics Canada to
develop national enrolment statistics.
However, it is open to criticism when
used at the detailed (institutional)
level, as it does not take into account
such variables as characteristics of
the student body, programs offered,
physical environment, and so on. As
a result, institutions of apparently
similar size can have very different
operating and financial characteristics.
When doing inter-institutional
comparisons, it is important to ensure
that the selected peer group has sufficiently similar characteristics – in the
area being studied – that such differences do not skew the results.
Dyade
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In previous years’ Highlights, comparisons were made of provincial funding
sources normalized on a basis of dollars per FTE student. Comparisons of
this nature always raise questions and
criticisms, as there is no single agreed
definition of FTE, and it may be calculated many different ways for different
audiences and purposes.
When CAUBO quotes figures for
FTE students, it will, unless otherwise
stated, be calculated as:
146025
PubKelman&Ass
Normalization
of Data –
Fte Students
20/08/08 Annie Poirier
NOTE ON DATA CORRECTIONS
Where material errors are discovered after
the publication of the FIUC report, CAUBO
will post a description of each error and the
adjustments required to correct for it on the
CAUBO website. Data used in this article
incorporates those corrections posted as of
September 2009.
43
série de webinaires de
l’acpau sur la fiscalité
Taxes webinar
series
Registration is now Open – Session #4
La période d’inscription est maintenant ouverte – 4e séance
Session title: Donations to Universities
Date and time: February 2, 2010 at 1:00 pm (EST)
Titre : Dons aux universités
Date et heure : 2 février 2010 à 13 h 00 (HNE)
Overview
Donations to colleges and universities are highly diverse and can, at
times, be highly complex. They can include anything from the simple
donation of cash, to the donation of property (real or intangible) to
testamentary gifts. The donor may be employed by the university or
independent, and Canadian or foreign, thereby giving rise to certain
questions and tests. Know the possible tax implications of the type
of donation before you make representations to a potential donor or
employee; the financial risks for your organization and the donor are
high as are the reputational risks.
Aperçu
Les dons versés aux collèges et aux universités sont très diversifiés et peuvent parfois
s’avérer très complexes. Il peut s’agir de simples dons en espèces, de dons de biens
(matériels et immatériels) ou de legs testamentaires. Le donateur peut être un employé
de l’université ou quelqu’un qui n’y est pas rattaché, un Canadien ou un étranger, ce
qui peut soulever des questions ou des litiges. Sachez quelles sont les répercussions
possibles des différents types de dons avant de faire des représentations auprès de
donateurs éventuels ou d’employés; les risques sur le plan financier et sur le plan de
l’atteinte à la réputation sont élevés tant pour votre organisation que pour le donateur.
Meet the presenters
Aldo DiMarcantonio, Comptroller, York University
Phil Hooper, Comptroller, University of Prince Edward Island
Who should participate?
University and college professionals from
Finance
Development Office
Administrators in schools and faculties
Research services
Cost
Members: $90 per session
(employees of CAUBO regular and affiliate member institutions)
Non-Members: $125 per session
NB: All registration fees are per direct connection.
PrésentateurS
Aldo DiMarcantonio, contrôleur, York University
Phil Hooper, contrôleur financier, University of Prince Edward Island
Public cible – Professionnels des universités et des collèges
rattachés aux secteurs ci-dessous
Finances
Bureau de développement
Administrateurs des écoles et facultés
Services de recherche
Coût
Membres : 90 $ par séance
(employés des établissements membres réguliers et affiliés de l’ACPAU)
Non-membres : 125 $ par séance
N.B. Les frais d’inscription s’appliquent à chaque connexion directe.
Future topics will include
Payments to Employees/Taxation of Benefits Fall 2010 Post-Doctoral Fellows and Scholarships
TBD
Autres sujets à venir
Paiements versés aux employés/
Imposition des avantages sociaux
Bourses postdoctorales et bourses d’études
Registration
Visit our website at www.caubo.ca/tx/webinars_e.cfm for complete
information about the entire Tax Webinar Series and to register today!
A limited number of spaces are available. We encourage you to register
early. Registration will close on Friday, January 29 at 4:00 pm.
Please note that this webinar will be offered in English only.
Inscription
Visitez notre site Web, www.caubo.ca/tx/webinars_f.cfm, pour obtenir plus de détails
sur la série de webinaires et pour vous inscrire sans tarder! Le nombre de places étant
limité, nous vous encourageons à vous inscrire tôt. La période d’inscription se termine
le vendredi 29 janvier à 16 h 00.
Veuillez noter que ce webinaire sera donné seulement en anglais.
TAX WEBINAR DVD NOW AVAILABLE FOR SALE
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Vous avez manqué un webinaire?
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de webinaires de l’ACPAU sur la fiscalité
maintenant offertes sur DVD!
Automne 2010
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Receive the following three sessions on one easy to use DVD:
•Contract for Services versus Contract for Employment
•Research Related Tax Issues
•Tax related Issues for Students
Obtenez les 3 séances ci-dessous sur un même DVD facile à utiliser :
•Contrat de services versus contrat de travail
•Questions de fiscalité relatives à la recherche
•Questions de fiscalité relatives aux étudiants
Cost:
Coût :
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Membres : 250 $
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The webinars have been very well received. The DVD presents a great
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Les webinaires ont reçu un très bon accueil. Le DVD constitue une excellente occasion
de diffuser des pratiques d’excellence et des connaissances professionnelles auprès
des administrateurs de divers secteurs de votre établissement.
To order your DVD, visit www.caubo.ca.
Pour commander le DVD, allez à www.acpau.ca.
POINTS
SAILLANTS DU
RAPPORT DE L’ACPAU
Information financière des universités et collèges 2007-2008
INTRODUCTION
Le rapport intitulé Information financière
des universités et collèges (IFUC), que l’on
appelle communément « le Rapport de
l’ACPAU », préparé en collaboration avec
Statistique Canada, fournit aux membres de l’ACPAU, aux gouvernements et
à d’autres instances une source unifiée
d’information financière au sujet de tous
les établissements membres de l’ACPAU.
L’analyse annuelle fournie dans ces pages
vise à brosser un tableau général. On y
résume les données et tendances clés,
tout en encourageant le lecteur à mieux
comprendre les détails sous-jacents. On
suggère également des aspects que les utilisateurs du rapport pourraient souhaiter
analyser plus en détail afin de répondre à
leurs propres besoins d’information.
Comme par les années passées, on
s’intéresse dans les Points saillants aux
sources de revenus, au financement de la
recherche par les gouvernements et aux
dépenses de fonctionnement des universités. Cette année, s’ajoutent une rubrique
sur les tendances observées au sujet des
principales sources de financement et une
réflexion quant aux effets possibles des
virements interfonds sur l’interprétation
des données relatives aux dépenses.
Graphique A : Revenus totaux par fonds (en millions de dollars)
2007-2008 : 26 849 $ (2006-2007 : 26 114 $) (données de l’année précédente entre parenthèses)
Immobilisations,
1 912 $ – 7 % (1 179 $ – 5 %)
Objectif spécifique et fiducie,
1 434 $ – 5 %
(1 545 $ – 6 %)
Dotation,
290 $ – 1 %
(1 041 $ – 4 %)
Entreprises auxiliaires,
1 677 $ – 6 %
(1 629 $ – 6 %)
Recherche subventionnée,
6 092 $ – 23 %
(5 744 $ – 22 %)
SOURCES DES REVENUS TOTAUX
Tel que le montre le graphique A, le total
des revenus déclarés frôle les 27 milliards de
dollars, soit une hausse de moins de 3 % par
rapport à 2006-2007, beaucoup moindre que
ce qu’on a constaté ces dernières années. Tel
que prévu, les revenus de fonds de dotation
ont chuté considérablement : les revenus
Fonctionnement
général,
15 444 $ – 58 %
(15 003 $ – 57 %)
de placements des fonds de dotation ont
de fait été négatifs, mais les contributions
aux fonds de dotation ont été suffisantes
pour compenser les pertes et produire un
modeste gain. Il est à noter que ces tendances nationales ne reflètent pas nécessairement la situation à l’échelle provinciale
ou dans les établissements individuels.
45
Graphique B : Sources de revenus – Tous les fonds (en millions de dollars)
14 000 $
2003-04 Total 21 302 $
12 000 $
2004-05 Total 22 282 $
2005-06 Total 24 278 $
2006-07 Total 26 115 $
10 000 $
2007-08 Total 26 849 $
8 000 $
6 000 $
4 000 $
2 000 $
0$
Gouv. prov.
et autres
gouvernements
Droits de
scolarité et
autres frais
Subv. et
contrats du
gouv. fédéral
Subv. et
contrats
non gouv.
Dons
Placements
Autres
revenus
–2 000 $
Graphique C : Proportion de sources des revenus sélectionnées par rapport aux revenus
totaux (à l’exclusion des revenus de placements)
50 %
40 %
Gouv. prov. et autres gouvernements
Droits de scolarité et autres frais
30 %
Subv. et contrats du gouv. fédéral
20 %
10 %
0%
2003-04
2004-05
2005-06
2006-07
2007-08
Graphique D : Revenus de fonctionnement provenant des gouvernements provinciaux et
droits de scolarité et autres frais (en millions de dollars)
10 000 $
9 000 $
8 000 $
7 000 $
6 000 $
5 000 $
4 000 $
3 000 $
Gouv. prov. et autres gouvernements
2 000 $
Droits de scolarité et autres frais
1 000 $
0$
46
2003-04
2004-05
2005-06
2006-07
2007-08
Le financement des gouvernements
provinciaux est demeuré le principal
facteur de croissance des revenus; cette
source a augmenté de plus de 10 % par
rapport à l’année précédente. C’est plus
que l’augmentation de 4,6 % observée pour
les droits de scolarité et autres frais ou de
6,5 % pour les subventions et contrats du
gouvernement fédéral. Les dons, même
s’ils représentent encore une source de
revenus relativement modeste, continuent
de progresser – ils ont connu en moyenne
une hausse de 14 % par année au cours de
la période indiquée dans le graphique B.
Le graphique C montre l’importance
relative des revenus tirés par les universités des trois principales sources de revenus, pour la période indiquée. Il est à noter
que, seulement pour ce graphique, le total
exclut les revenus de placements, puisque
leur volatilité tend à masquer les tendances
d’autres sources, plus stables.
Les résultats du graphique C laissent
supposer une nouvelle tendance, à savoir
que le financement des gouvernements
provinciaux tend à augmenter, tandis que
les autres sources traditionnelles de revenus semblent plus stables – par rapport
aux revenus totaux – ou légèrement à la
baisse. Cela pourrait refléter une participation accrue des organismes provinciaux à
la recherche subventionnée, des projets
de construction ou d’autres projets similaires subventionnés par le provincial, des
subventions de fonctionnement accrues,
ou une combinaison de ces facteurs. Une
analyse plus détaillée permettrait de déterminer les facteurs qui entrent en jeu et indiquerait s’il s’agit de tendances généralisées
ou propres à certaines provinces.
SOURCES DES REVENUS
DE FONCTIONNEMENT
Par les années passées, on s’attardait dans
les Points saillants à la contribution des
gouvernements provinciaux aux revenus
de fonctionnement des universités par
rapport aux droits de scolarité et autres
frais. De façon générale, on observait que
les deux éléments étaient inversement
proportionnels : les établissements situés
dans les provinces qui octroient plus de
subventions de fonctionnement perçoivent moins de droits de scolarité et vice
versa. Cette année, le graphique D montre
la tendance nationale de ces deux sources
de revenus de fonctionnement au cours
des cinq dernières années.
Malgré les faibles variations annuelles
révélées par le graphique, les deux sources
de revenus de fonctionnement ont progressé de façon continue et environ au
Tableau A : Recherche subventionnée par le fédéral et le provincial, selon la source (en millions de dollars)
FÉdÉral
Instituts de recherche en santé du Canada (IRSC)
Conseil de recherches en sciences naturelles et en génie (CRSNG)
Fondation canadienne pour l’innovation (FCI)
Chaires de recherche du Canada (CRC)
Conseil de recherches en sciences humaines (CRSH)
Santé Canada
Subvention pour coûts indirects
Autres, fédéral
Total, fédéral
2007-08
2006-07
2005-06
2004-05
716,7.$
677,6.$
690,2.$
609,6 $
734,5
371,0.
234,1.
220,0.
28,8.
313,3.
310,8.
2929,2 $
687,0.
337,8.
259,7.
204,6.
20,7.
263,3.
252,8.
2703,5 $
629,2.
400,4.
226,2.
204,7.
18,9.
213,6.
300,4.
2683,6 $
622,9
323,3
190,4
183,3
20,3
171,5
330,0
2451,4 $
184,6 $
114,4 $
79,4 $
77,1 $
929,4
1114,0 $
4043,2.$
960,2
1074,6 $
3778,1.$
922,4
1001,8 $
3685,3.$
1000,3
1077,5 $
3528,8.$
Provincial
Ministères
Autres, provincial
Total provincial
Total, fédéral et provincial
Tableau B : Dépenses déclarées et virements interfonds (en millions de dollars)
Fonctionnement Objectif spécifique
général
et fiducie
Revenus déclarés
Dépenses déclarées
Virements (vers) en
provenance du fonds
Dépenses réelles
Recherche
subventionnée (total)
Entreprises
auxiliaires
Immobilisations
Dotation
15 444,1 $
15 240,4 $
173,2 $
1 433,8 $
1 381,0 $
66,8 $
6 091,9 $
5 648,5 $
172,8 $
1 677,1 $
1 616,2 $
59,0 $
1 912,1 $
2 381,2 $
(506,0)$
290,1 $
0,0 $
33,8 $
15 413,6 $
1 447,8 $
5 821,3 $
1 675,2 $
1 875,2 $
33,8 $
Virements par province
Terre-Neuve-et-Labrador
Île-du-Prince-Édouard
Nouvelle-Écosse
Nouveau-Brunswick
Québec
Ontario
Manitoba
Saskatchewan
Alberta
Colombie-Britannique
15,3
(0,1)
(6,7)
1,9
9,2
165,7
5,9
19,7
(50,1)
12,4
(0,6)
0,3
2,6
18,4
5,4
13,5
(2,0)
5,2
24,0
(1,1)
(0,3)
10,8
0,2
(28,4)
7,6
9,7
64,2
108,5
1,6
(3,3)
3,0
4,8
1,8
1,3
36,4
4,9
10,3
6,6
(6,8)
(10,3)
(2,7)
(10,0)
(7,2)
(29,8)
(221,7)
(49,4)
(88,2)
(67,3)
(19,4)
0,7
0,7
29,3
6,6
15,4
(4,0)
(3,0)
(11,9)
Note : Virements nets différents de zéro à cause de l’arrondissement
même rythme : au cours de la période indiquée, le financement provincial a augmenté
de 30 %, tandis que les revenus totaux tirés
des droits de scolarité et autres frais ont
progressé de 26 %. Il importe de souligner
qu’il s’agit de moyennes nationales concernant des sources de financement qui sont
principalement tributaires de politiques
provinciales. La même analyse à l’échelle
provinciale montre une croissance cumulative du financement provincial variant entre
16 % et 53 % au cours de la période visée,
tandis que la croissance des droits de scolarité et autres frais a varié entre 4 % et 39 %.
Il s’agit de chiffres absolus, qui ne tiennent
pas compte de l’évolution de l’effectif étudiant, de la population ni d’autres facteurs.
Il faut user de prudence dans les
comparaisons au sujet de ces tendances,
puisque les différences dans les modes de
présentation des rapports financiers selon
les provinces peuvent fausser les interprétations. Par exemple, les subventions
provinciales accordées pour les travaux de
construction et de rénovation peuvent, dans
certains cas, être incluses dans les fonds de
fonctionnement, ce qui fait artificiellement
gonfler les subventions de fonctionnement.
De même, des politiques provinciales spécifiques peuvent avoir des répercussions sur
les données; c’est le cas au Québec, où les
universités sont tenues de déclarer leurs
revenus de fonds d’immobilisations selon
des principes non conformes aux PCGR.
Les observations au sujet des dépenses, plus
loin dans cet article, traiteront des répercussions des virements interfonds sur les
dépenses par fonds. Une analyse complémentaire pourrait s’avérer utile lorsqu’on
s’intéresse aux revenus par fonds.
RECHERCHE SUBVENTIONNÉE –
FÉDÉRAL ET PROVINCIAL
La recherche subventionnée par le fédéral a
augmenté dans presque tous les grands programmes (tableau A). Tout comme en 2006-
2007, la recherche subventionnée par les
ministères responsables de l’enseignement
postsecondaire a progressé de façon significative, mais, contrairement à l’année
dernière, le financement provenant d’autres
sources provinciales (dans les provinces
respectives des universités) a diminué.
DÉPENSES PAR FONDS
Dans la Brochure explicative qui accompagne
le formulaire de consignation des données
en vue de la préparation du Rapport IFUC,
on encourage les établissements à réduire au minimum les virements interfonds
et à déclarer les revenus et les dépenses
correspondantes dans le même fonds (à
l’exception des fonds de dotation, où les
revenus découlent des dépenses). Il y a
des circonstances où c’est impossible et les
utilisateurs du rapport doivent donc penser
aux effets des virements lorsqu’ils comparent les revenus et les dépenses par fonds.
Le tableau B montre les dépenses déclarées
47
Graphique E : Dépenses de fonctionnement, selon la fonction (en millions de dollars)
2007-2008 15 240 $ (2006-2007 14 342 $) (données de l’année précédente entre parenthèses)
Informatique et communications,
568 $ – 4 % (549 $ – 4 %)
Enseignement non crédité,
395 $ – 3 % (354 $ – 2 %)
Bibliothèque,
724 $ – 5 % (720 $ – 5 %)
Relations externes,
294 $ – 2 %
(272 $ – 2 %)
Services aux étudiants,
1 284 – 8 % (1 165 $ – 8 %)
Administration et frais généraux,
1 657 $ – 11 % (1 551 $ – 11 %)
Immeubles,
1 623 $ – 11 % (1 574 $ – 11 %)
et les dépenses réelles par fonds après prise
en compte des virements interfonds.
Bien que le rapport ne fournisse pas
suffisamment de détails pour analyser
en profondeur les virements interfonds,
les principaux facteurs en jeu semblent
être les virements en provenance des
fonds de fonctionnement et des fonds de
recherche subventionnée vers les fonds
d’immobilisations. Cela se produit, par
exemple, lorsque les projets de construction ou d’autres grands projets et acquisitions sont financés par des fonds de
recherche (p. ex., la FCI et les subventions de contrepartie) ou par le fonds de
fonctionnement de l’université, mais sont
déclarés comme des dépenses en immobilisations.
La nature des virements interfonds
et les montants en cause varient d’un
établissement à l’autre, mais tendent à
être semblables dans chaque province. Le
tableau B inclut une répartition des virements par province; ces données doivent
être prises en compte lorsqu’on compare
les fonds de diverses provinces.
DÉPENSES DE FONCTIONNEMENT
Le graphique E montre les dépenses de
fonctionnement, selon les diverses fonctions. Par rapport à l’année précédente, ces
dépenses ont augmenté de 6,3 %. Ce sont
l’enseignement non crédité (11,6 %) et les
services aux étudiants (10,2 %) qui ont connu
les plus fortes hausses. L’informatique et
les communications (3,5 %) ainsi que les
bâtiments et terrains (3,1 %) ont connu les
hausses les plus modestes. Dans les Points
saillants de l’année dernière, on faisait
observer que la ventilation des dépenses
de fonctionnement est généralement très
48
Enseignement et recherche
non subventionnée,
8 695 $ – 57 %
(8 157 $ – 57 %)
stable d’une année à l’autre. Il convient de
noter que les services aux étudiants avaient
aussi augmenté de façon assez considérable
en 2006-2007.
SOMMAIRE
Lorsqu’on étudie le portrait national, les
sources de financement et l’utilisation
des fonds par les universités n’ont à peu
près pas changé au cours de la période
relativement courte visée par le présent
article. Comme on pouvait s’y attendre,
une large part des ressources disponibles
sert à soutenir les missions essentielles que
sont l’enseignement et la recherche. Étant
donné que la majorité de nos membres
sont des établissements publics, le système
s’appuie fortement sur le financement provincial pour son fonctionnement général,
tandis que les organismes fédéraux sont
les principaux bailleurs de fonds pour la
recherche subventionnée.
Les membres de l’ACPAU et les autres
utilisateurs du Rapport IFUC continuent
d’indiquer que cette publication constitue
une source d’information clé lorsqu’ils
se penchent sur des questions de fonctionnement et de politiques, tant au sein
d’un établissement qu’à l’échelle provinciale ou nationale.
NOTE AU SUJET DES
CORRECTIONS DE DONNÉES
Lorsque des erreurs significatives sont
décelées après la publication du Rapport IFUC, l’ACPAU verse sur son site
Web une description de ces erreurs et les
ajustements nécessaires pour les corriger.
Les données ayant servi à la rédaction du
présent article tiennent compte des corrections versées en date de septembre 2009.
Normalisation
des données –
étudiants Etp
Ces dernières années, dans les
Points saillants du Rapport IFUC,
les comparaisons portant sur les
sources de financement provinciales étaient exprimées en dollars par
étudiant ETP. De telles comparaisons
soulèvent toujours des questions et
des critiques, puisqu’il n’y a pas de
définition universelle de la notion
d’étudiant ETP. Les calculs peuvent
être différents selon les destinataires
et les objectifs visés.
À moins d’indication contraire,
lorsque l’ACPAU cite des chiffres faisant référence au nombre d’étudiants
ETP, le calcul s’établit comme suit :
(temps plein) + (temps partiel/ 3,5)
On inclut les étudiants du premier
cycle et des cycles supérieurs, selon
les données de l’AUCC les plus
récentes.
Cette méthode de calcul est bien
connue et largement répandue –
c’est l’approche utilisée par Statistique Canada pour préparer ses
statistiques nationales sur l’effectif
étudiant. Toutefois, cette méthode
peut être remise en cause lorsqu’on
s’attarde aux données détaillées
(par établissement), car elle ne
tient pas compte de variables telles
que les caractéristiques du corps
étudiant, les programmes offerts,
l’environnement physique, etc.
Par conséquent, les établissements
apparemment de taille similaire peuvent présenter des caractéristiques
très différentes sur le plan du fonctionnement et des finances.
Lorsqu’on fait des comparaisons entre des établissements, il
importe de sélectionner un groupe
d’établissements qui présentent suffisamment de caractéristiques semblables – dans les aspects visés par
la comparaison – pour que les différences ne faussent pas les résultats.
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