2014-2015
Operations
Forecast
Realize. It starts
with you.
Summary
 An increase in operating grant of 4.0% is required,
assuming 4% tuition increases.
 Alternatively, with a 4.9% operating grant increase the
University could hold tuition and fee increases to 2%.
 A variety of undesirable outcomes for the University, its
students and stakeholders would result from operating
grant increases at 0 or 2%.
 An additional $1 million in operating funding will complete
the roll-out of the Nursing program and $150,000 will fund
the masters’ program for Nurse Practitioners (10 seats).
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Summary (cont.)
 Adequate building rehabilitation and renovation in a
planned, cost-effective manner is now impossible.
Sustaining Capital Funding has dropped to a level that
funds only emergency repairs. A substantial increase in
this funding is urgently required if unsustainable long-term
liabilities are to be avoided.
 The renewal of the College Avenue Campus (CAC) is the
University’s number one capital priority.
 $13.3 million in additional capital funding will complete the
financing package for the residence and childcare project,
now well underway.
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Summary (cont.)
 Proposed new initiatives that will produce outcomes
consistent with the Saskatchewan Plan for Growth include
four proposed operating projects and the CAC Renewal
Project.
 The University of Regina continues to enhance the
sustainability of its operations through a wide variety of
measures.
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Students from around the world
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The U of R is growing
 Enrolments have grown in 2013-14 for the fifth consecutive
year to all-time high: over 13,300. Credit hours up 3%.
 The Nursing program is beginning its third year, fully
subscribed, and with a new site in Swift Current.
 FNUniv enrolments are up at least 10 per cent.
 Self-declared Aboriginal students will exceed 11% of
enrolments.
 International enrolments are at 1,600 this year,12% of the
student body and up over 10% from last year.
 As a result of a modest advertising campaign, registrations
from Calgary students grew 230% (30 students).
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Nursing in Swift Current
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Services expand to support students
 New Aboriginal Student Centre facility and Honouring
our Future Entrance Bursary
 UR Guarantee participation at all-time high
 The Global Learning Centre offers the UR International
Transitioning Program and many other supports.
 The Centre for Student Accessibility assisted 47% more
students with disabilities in fall 2012 than 2009: 130
more students.
 Co-op education has placed 835 students in 2013 who
are earning $9.7 million; 47% growth since 2005.
These added services have costs.
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The U of R is growing: CCE
The Centre for Continuing Education, based on the College
Avenue Campus, plays an essential role for the U of R, students
and the community. 2012-13 was another year of growth
 Credit hours delivered by Continuing Education are up 32% in
the past 2 years; now 23% of all U of R teaching
 On-line and televised enrolments up 54% in 2 years
 Night, early and weekend credit hours up 30%
 Off-campus credit hours up 14%
 Business and professional development (non-credit) growth of
18%
 Conservatory instruction up 14%; Lifelong Learning Centre up
34%
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2014-15 operating grant proposal
 Base operating grant increase needed to sustain current
operations: $3.9 million (4.0%)
 Plus $1 million final increase for Nursing program (to $6.5
million) and $150,000 for 10 seats in the Nurse
Practitioner program
 Assumes 4.0% average tuition increase
 Total operating grant increase required to sustain
operations + Nursing roll-outs: $5.1 million
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Alternative scenario
With a 4.9% base operating grant increase ($4.8
million) the University could hold tuition and fee
increases to 2%.
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Expected impact of an operating
grant less than proposed
 A 2% grant increase would require a $2 million reduction
in expenditures for a balanced budget.
 No grant increase (0%) would require a $4 million
reduction in expenditures.
 Following $7 million of reductions in the last two years,
this would be very difficult.
 We have largely exhausted our ability to reduce the
budget without significant activity reductions.
 Each $1 million in budget reductions is equivalent to the
non-replacement or termination of about 10 full-time
equivalent employees.
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Impact of further cuts
 Students will find it increasingly difficult to complete their
degree programs in a timely manner or register in courses
they need for their specialization.
 The University’s ability to address provincial priorities will be
impaired: international student recruitment and retention,
contributions to innovation, advancement of First Nations
and Métis learners, applied learning opportunities,
distributed and collaborative course delivery, etc.
 Increasing disquiet among faculty, staff and students will
detract from students’ learning experiences and the
University’s recruiting success.
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Urgent need for sustaining capital
 The sustaining capital grant is essential for
• physical plant renewal and adaptation,
• for addressing a major backlog of plant deferred
maintenance, and
• for equipment and furniture upgrades and replacements.
 All are necessary to provide a modern, functional and
appropriately equipped environment for student learning.
 Sustaining capital funding has dropped to levels where
only emergency repairs are possible.
 Planned use of the funds is impossible.
 Costs put further pressure on the operating budget
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Funding has not kept pace with building
growth
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Even new buildings require spending
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Opening of expanded Aboriginal
Students Centre in RIC
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Funding today is only 35% of the
purchasing power of 2005 funding
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Facilities are deteriorating
 23 per cent of University’s roofs are failing, with over 60
roof leaks occurring in locations that cannot be repaired
without full replacement.
 Over $20 million is required for roof replacement alone.
 Similar situations occur with respect to building
envelopes (windows, wall systems), HVAC systems, life
safety systems, wiring, and plumbing.
 Past expenditures have dealt with only 25% of the needs
of the aging facilities.
 Deferred maintenance and recapitalization exceed $300
million.
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Risks
 As deferred maintenance increases so
too does the risk of disrupting the
academic mission in the University.
 Student experience
 Safety
 Financial costs escalate
 Reputation suffers, affects recruitment
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Sustaining capital: what is needed
 Restore sustaining capital funding to 2009/10
level (adjusted for inflation): $10.2 M or 1.07% of
CRV (current replacement value)
 Grow funding to DesRosier’s recommended
lower boundary of prudent provision:1.3% of
CRV
 This funding level is required to keep up. Periodic
large investments are needed to catch up (e.g.,
CAC).
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Major capital: residence and child
care project
Funding support from SaskHousing and Ministry
of Education has project well underway.
Tender outcomes presenting challenges: value
engineering has been undertaken.
Additional funding of $13.3 million required to
complete the funding package.
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Construction is underway
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College Avenue Campus Renewal
 Number one capital priority
 A transformative project: efficiency, accessibility, growth,
revitalization, community engagement
 University fundraising continues with over $3.6 million
raised.
 Request: $5 million for each of 5 years
 Will be more than matched by the University
“The purpose of growth is to secure a better quality of life
for Saskatchewan people.” (The Saskatchewan Plan for Growth)
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Historic beginnings, a century old
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A vision: renewed and revitalized
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New initiatives
 Four other projects have been identified that leverage
University of Regina strengths:
 The Collaborative Centre for Justice and Safety
 Chronic pain treatment
 Clean energy technologies
 Transitions initiatives for student success
 New opportunities for students, engaging world-class
faculty
 All of the projects support the Saskatchewan Plan for
Growth
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Sustainability/efficiency measures
 A balanced 2013-14 budget with reduced real funding
 Academic program review has refreshed programming,
terminated low enrolment programs
 Program innovation in many areas
 Revised registration, classroom scheduling and
recruiting processes
 Lean projects: five conducted, more on the way
 Increased use of technology for efficiencies
 Vacancy management and control of sessional
appointments
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The 2013-2014 university budget
 Budget cuts of 3 per cent to budget units: $3.5 million
 About 20 faculty and staff positions were eliminated.
 Reductions of about $1.7 million in discretionary budgets
through cuts in sessional teaching and non-salary
expenditures
 No allowance to most unit budgets for inflationary
increases for material and supplies
 Growing academic units received 5 faculty positions and
4 support staff positions
 $350,000 expenditures shifted to operating from
sustaining capital
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Student fees: affordability
 For Canadian students, the U of R’s tuition plus
mandatory fees are less than those at all but 14 of 57
English language public universities in Canada.
 Graduate tuition in Saskatchewan is among the lowest in
the country, well below the national average.
 With the Saskatchewan Advantage Scholarship and the
graduate retention program, U of R undergraduates who
graduated from a Saskatchewan high school after 2011
are able to attend almost tuition-free. Student/graduates
in Arts have a net tuition cost of $290.
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Undergraduate tuition and fees
(Average of 1st year Arts program by province, 2013-14)
University/Region
Average Tuition
Memorial University of Newfoundland
$3,063
Manitoba Universities
$4,928
BC Universities
$5,229
University of Regina
$6,038
University of Saskatchewan
$6,050
University of PEI
$6,374
Alberta Universities
$6,644
Ontario Universities
$6,904
New Brunswick Universities
$6,981
Nova Scotia Universities
$7,182
Quebec Universities (English speaking)
$7,558
Source: University of Regina, Office of Resource Planning. Includes mandatory additional
fees. Quebec figures are for Canadian out-of-province students.
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Conclusion
 The University of Regina has been successfully pursuing its
vision and implementing its strategic plan with significant
new levels of achievement.
 The University of Regina’s direction and activities are
strongly aligned with the Saskatchewan Plan for Growth.
 An appropriately resourced University of Regina (including
funding for new initiatives) is essential for continued
success.
 A restoration of the purchasing power of sustaining capital
funding is urgently required to protect the infrastructure of
the University and the quality of its teaching and research
activities.
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