Budget environment

Enrolment

Enrolment generates the majority of our revenue; thus, it is a key assumption in our budget planning. As noted in the Framework, Brock plans for strategic enrolment growth to fund a portion of our cost increases. The implications of the global pandemic on enrolment have varied significantly across the sector. Following a record year for enrolment in 2019-20, where our degree-seeking enrolments exceeded the strategic plan levels by 438 students, Brock, like many other small to mid-sized Universities in the sector, has faced a disproportionate decline in enrolments. The global pandemic has resulted in an observed change in the competitive landscape, with larger institutions realizing a disproportionate increase in domestic student intake. For this reason, Brock is allocating resources within this budget for areas of strategic enrolment growth. New programs, such as Engineering, as well as new student types that we plan to attract through Professional and Continuing Studies will aid in our fiscal necessity to grow our revenues. Brock and the 2022-23 budget plan also supports growth in priority programs identified by the Province for growth in grant funding such as Nursing and potentially Education.

With much uncertainty from the enrolment environment, Brock has developed a reasonable budget plan for 2022-23 that recognizes this uncertainty. Figure 32 outlines our updated all-in enrolment plan. While the next few years will be fiscally challenging as we endeavour to regain enrolment growth, our community has certainly demonstrated consistently, without exception, incredible resilience to overcome our fiscal constraints.

Figure 32: Total all-in headcount enrolment projection(1) Figure 32: Total all-in headcount enrolment projection (1)

Enr olment

18,832 19,112 19,796 19,723 19,513 20,101

17-18 18-19

Actual enrolment Budget enrolment

19-20 20-21 21-22 22-23

(1) ‘All-in’ enrolment includes letter of permissions, non-degree students, auditors, additional qualifications, and certificates. These are excluded in the degree-seeking-only enrolment, typically presented by the Office of the Registrar.

Government Policy

Brock continues to appreciate its strong and collaborative relationship with the Province of Ontario through the Ministry of Colleges and Universities (MCU). Despite the Province’s fiscal constraint, it continues to fund important activities and projects at Brock.

The global pandemic has significantly impacted governments' finances as they have had to focus on public health restrictions and financial supports for individuals and businesses. By way of example, Brock incurred $12.95 million of incremental expenses in fiscal 2020-21 to address COVID-19 impacts. For fiscal 2021-22 as of the end of January 2022, Brock had incurred an additional $8 million in COVID-related expenses that would have otherwise been available for operations. The Province generously provided a COVID-19 relief grant, covering $7.9 million of the 2020-21 expenses; however, no relief has been provided or announced for 2021-22 or beyond. Given the demands on the government to support public health and pandemic recovery, it is unlikely additional base operating grant funding will be made available to the sector; however, opportunities still exist through special-purpose funding for program expansions, such as Nursing and potentially Education. The risks facing our sector remain elevated and examples of financial hardship are real to the extent that we have seen a publicly funded university in Ontario file for bankruptcy. The reality that the Province did not provide a bailout to avoid a bankruptcy filing has changed public perception, especially with lending institutions, where universities were previously considered low risk borrowers with the imputed backing of the Province to guarantee funding in a fiscal crisis.

The Province has tied grant funding to labour market outcomes beginning with the Strategic Mandate Agreement 2020-25 (SMA3), which took effect in 2020-21. As initially established, this updated funding model includes tying a larger portion of funding to metric performance through the Differentiation Envelope. This proportion started with a system average of 25 per cent in 2020-21 and is ramped up to a system average of 60 per cent of MCU operating grant funding by 2024-25. Figure 33 details Brock’s proportion of the Differentiation Envelope. Brock, along with our peers across the province, has 10 metrics used to determine funding allocations. As detailed in Figure 34, six metrics are aligned with priorities in skills and job outcomes, and four metrics related to economic and community impacts. Brock’s Institutional Strategic Plan aligns our strategic priorities well with the government. It should be noted that during 2020-21, the MCU announced that the metrics tied to the Differentiation Envelope would not impact the grant funding for 2020-21 due to the significant impact of the global pandemic on the sector, and this is still the case for 2021-22 and 2022-23. While there is no new government funding planned for the sector or for Brock specifically, our goal within the context of our budget is to achieve our target metrics and maintain our grant funding at current amounts while capitalizing on strategic growth areas where the government is providing special-purpose grant opportunities.

Figure 33: Base Operating Grants ($000s)

87,788 6,045

87,788

19,082

87,788

29,697

87,788

39,426

81,743

68,706 58,091 48,362

2019-20 Actual 2020-21 Actual

Core Differentiation

2021-22 Budget 2022-23 Budget

Figure 34: Differentiation envelope metrics

SKILLS AND OUTCOMES METRICS:

• Graduate employment earnings • Experiential learning • Skills and competencies • Graduate employment • Graduation rate • Institutional strength/focus (negotiated metric)

ECONOMIC AND COMMUNITY IMPACT METRICS:

• Research funding and capacity (Tri-Council funding) • Research funding from private-sector sources (innovation) • Impact in the local community • Economic impact: Co-op, Nursing and

Teacher Education practicum student placements in Niagara (institution-specific)

Review Financial update

At the time of writing this budget report, we are projecting, through our second trimester reporting (T2) for fiscal 2021-22, a remaining mitigation target of $2.1 million vs the mitigation target to be found in year as part of the budget of $3.5 million. The T2 reporting can be found at brocku.ca/about/university-financials/. This outcome indicates that we have already mitigated $1.4 million of our budgeted mitigation target. This mitigation target is driven by a revenue shortfall versus budget of $8.2 million. This is offset by mitigation strategies such as personnel savings forecasted to be $11.4 million under budget. At year end, this projection will be updated to actual results in the 2021-22 Annual Report. After another challenging year of prioritizing spending and reducing costs where possible, during the ongoing COVID-19 pandemic, we are showing a mitigation target for 2022-23 of $3.0 million, which represents less than one per cent of the budgeted revenue. The 2022-23 budget was established with certain key assumptions: 1. The enrolment forecast shows increases of 364 (2.1 per cent) undergraduate and 224 graduate (12.0 per cent) students as compared to 2021-22 actual all-in enrolment. 2. No further change in the Province’s tuition policy, with domestic tuition rates held flat at 2021-22 levels. 3.Ministry of Colleges and Universities (MCU) operating grants in 2022-23 are forecasted to be consistent with the amounts expected to be received in 2021-22, with the exception of additional funding for Nursing.

The updated funding model is described in the Grant revenue section of this report starting on page 28. 4.Inclusion of uncommitted strategic/discretionary funds of one per cent of the revenue budget, at $3.9 million. 5. The assumption that the University would return to mainly in-person operations for all of 2022-23.

Due to the mitigation target in 2022-23, the mitigation measures of fiscal 2021-22 will remain in effect. These measures will assist us in meeting our target of a year-end balanced result or better. Steps are also required to find a way to permanently eliminate the need for these mitigation measures and ensure we remain financially sustainable, where revenues naturally grow in harmony with the rate of growth in our expenditures. Any surplus at the end of the year derived from mitigation efforts will be reinvested in strategic priorities of the Institutional Strategic Plan.