Safwat Zaky - Vice-Provost, Planning & Budget

Transcription

1 University of Toronto OFFICE OF THE VICE-PROVOST, PLANNING AND BUDGET 27 King s College Circle, Toronto, Ontario M5S 1A1 Tel: Fax: MEMORANDUM TO: Users of Budget April 30, 2009 FROM: Safwat Zaky - Vice-Provost, Planning & Budget Enclosed for your use is a copy of the University of Toronto Budget book (also known as the Blue book) for the year ending April 30, The Budget book contains budget data for the following funds for the University of Toronto: A) Operating Fund: Current fiscal year budgets for all University divisions/departments and the FTE (Full Time Equivalent) counts related to the budget dollars. Also included are the guidelines and general parameters from which the University budget is developed. B) Capital Fund: Current projects of a capital nature (new construction/renovation of physical assets). These projects have funding sources from University of Toronto divisions as well as government grants and private contributions/donations. C) Ancillary Operations: Current fiscal year budgets for the University's service ancillaries which include residences, food and beverage and parking operations. These budgets have been approved by the Service Ancillaries Review Group (SARG). Please refer to the Table of Contents to guide you through the Budget book. If you have any questions regarding content or suggestions for improvement, direct them to Judy McKenna (judy.mckenna@utoronto.ca) of our office. We welcome your comments!

2 UNIVERSITY OF TORONTO BUDGET FOR TABLE OF CONTENTS OPERATING FUND BUDGET Page No. BUDGET SUMMARY 1-1 Budget summary - internal cost transfers 1-2 INCOME DETAILS General University income 1-3 Divisional income 1-7 EXPENSE Category Definitions 1-4 EXPENSE DETAILS Budget summary by expense classification 1-13 Academic divisions - summary 1-14 Arts and Science, Colleges and Schools - Summary 1-15 Arts and Science (Note 1) 1-16 Innis College 1-15 New College 1-15 Transitional Year Programme 1-15 University College 1-23 Woodsworth College 1-27 Federated Colleges & Toronto School of Theology Grants 1-15 University of Toronto at Mississauga (UTM) 1-15 University of Toronto at Scarborough (UTSC) 1-15 Continuing Studies, School of 1-15 Graduate Centres and Institutes 1-29 Graduate Fellowships 1-70 Graduate Studies, School of 1-15 Health Sciences - Summary 1-30 Dentistry 1-31 Medicine 1-34 Lawrence Bloomberg Faculty of Nursing 1-30 Leslie Dan Faculty of Pharmacy 1-42 Physical Education and Health 1-43 Other Professional Faculties - Summary 1-44 Applied Science and Engineering 1-45 John H. Daniels Faculty of Architecture, Landscape, and Design 1-49 Forestry 1-44 Information 1-50 Law 1-51 Joseph L. Rotman School of Management 1-52 Music 1-54 Ontario Institute for Studies in Education/UT (OISE/UT) 1-55 Factor-Inwentash Faculty of Social Work 1-56 Other Academic Costs 1-57

3 UNIVERSITY OF TORONTO BUDGET FOR TABLE OF CONTENTS (Cont'd) OPERATING FUND BUDGET (Cont'd) Page No. Academic Services - Summary 1-59 Library - St. George 1-61 Library - UTM 1-60 Library - UTSC 1-60 U of T Computing 1-66 Campus and Student Services - Summary 1-67 St. George 1-68 UTM 1-67 UTSC 1-67 Student Assistance - Summary 1-69 Maintenance and Services - Summary 1-71 St. George 1-73 UTM 1-72 UTSC 1-72 Utilities - Summary 1-78 St. George 1-79 UTM 1-78 UTSC 1-78 Administration - Summary 1-80 St. George 1-81 UTM 1-80 UTSC 1-80 General University expense 1-91 Supplementary Information U of T at Mississauga - detailed summaries 1-96 U of T at Scarborough - detailed summaries OPERATING FUND FULL TIME EQUIVALENT (FTE) POSITIONS Division/department details 2-1 OPERATING AND CAPITAL BUDGET REPORT 3 SERVICE ANCILLARIES BUDGET REPORT 4 Note 1: Effective May 1, 2002, Arts & Science includes Innis, New, University and Woodsworth College.

4 UNIVERSITY OF TORONTO BUDGET SUMMARY FOR THE YEAR ENDING APRIL 30, Budget $ % % INCOME General University income: Provincial operating grants 583,512, Tuition fees 506,900, Endowment income 46,674, Provincial Scholarship Grants 11,500, Canada Research Chairs 38,300, Indirect cost recovery on research grants & contracts 29,159, Investment income 25,100, Other income 10,010, ,251,157, Divisional income 183,726, ,434,884,194 Municipal taxes 4,886, ,439,770, EXPENSE General and divisional expense: Academic 898,402, Academic services 73,671, Campus and student services 31,135, Student assistance 139,511, Maintenance and services 70,158, Utilities 53,590, Administration 111,032, General university expense 57,382, ,434,884,194 Municipal taxes 4,886, ,439,770, BUDGETED SURPLUS (DEFICIT) FOR THE YEAR 0 Repayment of accumulated deficit as per Budget Report 11,200,000 Note 1: Divisional income has been restated to reflect Endowment in General University. Note 2: categories are defined on Pages 1-4, 1-5 Page 1-1

5 UNIVERSITY OF TORONTO BUDGET SUMMARY FOR THE YEAR ENDING APRIL 30, 2009 With Elimination of & Cost Transactions Budget before transfers and Budget Transfers and eliminations eliminations Final budget $ $ $ INCOME General University income: Provincial operating grants 583,512, ,512,923 Tuition fees 506,900, ,900,000 Endowment income 33,770,000 12,904,629 46,674,629 Provincial Scholarship Grants 11,500,000 11,500,000 Canada Research Chairs 38,300,000 38,300,000 Indirect cost recovery on research grants & contracts 29,159,830 29,159,830 Investment income 25,100,000 25,100,000 Other income 10,010,307 10,010,307 1,238,253,060 12,904,629 1,251,157,689 Divisional income 417,164,884 (233,438,379) 183,726,505 1,655,417,944 (220,533,750) 1,434,884,194 Municipal taxes 4,886,325 4,886,325 1,660,304,269 (220,533,750) 1,439,770,519 EXPENSE General and divisional expense: Academic 1,104,306,615 (205,903,981) 898,402,634 Academic services 79,234,838 (5,563,816) 73,671,022 Campus and student services 34,044,736 (2,909,676) 31,135,060 Student assistance 92,485,187 47,026, ,511,485 Maintenance and services 93,860,977 (23,702,772) 70,158,205 Utilities 61,545,114 (7,954,613) 53,590,501 Administration 128,678,373 (17,645,840) 111,032,533 General university expense 61,262,104 (3,879,350) 57,382,754 1,655,417,944 (220,533,750) 1,434,884,194 Municipal taxes 4,886, ,886,325 1,660,304,269 (220,533,750) 1,439,770,519 BUDGETED SURPLUS (DEFICIT) FOR THE YEAR Repayment of accumulated deficit as per Budget Report 11,200, ,200,000 Note 1: Divisional income has been restated to reflect Endowment in General University. Note 2: categories are defined on Pages 1-4, 1-5 Page 1-2

6 UNIVERSITY OF TORONTO GENERAL UNIVERSITY INCOME FOR THE YEAR ENDING APRIL 30, Budget $ Provincial operating grants 583,512,923 Tuition fees St. George Arts & Science - Fall/Winter 141,250,000 St. George Arts & Science - Summer 15,100,000 Transitional Year Programme 280,000 Woodsworth College 400,000 University of Toronto at Scarborough 64,240,000 University of Toronto at Mississauga 63,080,000 Graduate Studies 108,060,000 Dentistry 7,060,000 Medicine 17,400,000 Lawrence Bloomberg Faculty of Nursing 2,170,000 Leslie Dan Faculty of Pharmacy 11,300,000 Physical Education and Health 2,980,000 Applied Science and Engineering 41,970,000 O.I.S.E./U.T. 19,030,000 Law 10,690,000 Music 2,470,000 Fees arrears 1,100,000 Provision for uncollected fees (1,680,000) 506,900,000 Endowment income 33,770,000 Provincial scholarship grants 11,500,000 Canada Research Chairs 38,300,000 Indirect cost recovery on research grants & contracts 29,159,830 Investment income 25,100,000 Other Application/registration fees 4,629,000 Service charges on unpaid fees 4,348,000 Recovery physical plant depreciation (Utilities) 160,500 Rental of university properties, and other 872,807 Total Other 10,010,307 SUBTOTAL 1,238,253,060 Municipal taxes 4,886,325 TOTAL 1,243,139,385 Note: This page outlines General University (GU) income recorded centrally. There is also GU income recorded in Divisional Endowment (See Pg 1-7). Page 1-3

7 EXPENSE CATEGORY DEFINITIONS ACADEMIC: This category contains the budget for all areas which have a direct academic relationship to the promotion of teaching and research. It comprises: I) All Arts & Science Colleges, including University College, New College, Innis College, Woodsworth College, UTM Academic, UTSC Academic, Federated Colleges Block Grant, Toronto School of Theology Grant. II) All Schools including School of Graduate Studies, Graduate Centres & Institutes, Transitional Year Programme, School of Continuing Studies. III) All Health Sciences including Dentistry, Medicine, Lawrence Bloomberg Faculty of Nursing, Leslie Dan Faculty of Pharmacy, Physical Education and Health. IV) All Professional Faculties including Applied Science and Engineering, John H. Daniels Faculty of Architecture, Landscape & Design, Forestry, Information, Law, Joseph L. Rotman School of Management, Music, OISE/UT, Factor-Inwentash Faculty of Social Work. V) Other Academic Costs - This is a grouping of centrally-housed budgets for defined academic purposes including Academic Initiatives, Academic Services Initiatives, Canada Research Chairs, Facilities Renovations & Upgrades, Faculty Recruitment, Information Technology Initiatives, Joint Programs with Colleges, Overhead on Research Grants, Provost s Reserve & Contingency, Research Allowances, Residence Funding, Student Experience Funds, Transitional Funding. ACADEMIC SERVICES: This category contains the budget for library services and book fund purchases (including book/electronic and periodical) at St George, UTM and UTSC. It also includes the budget for University of Toronto Computing (UTC) computing services. CAMPUS & STUDENT SERVICES: This category contains the budget for St George, UTM and UTSC student-related services including Accessibility Services, Athletics, Career Centre, Counseling & Learning Skills, Health Services, Financial Aid Services, Housing Service, International Student Centre, Psychiatric Services. Page 1-4

8 EXPENSE CATEGORY DEFINITIONS (cont d) STUDENT ASSISTANCE: This category contains the budgets for student aid housed centrally and in the Divisions. MAINTENANCE AND SERVICES: This category contains the budget for St George, UTM and UTSC building-related costs including building maintenance, cleaning services, grounds maintenance, police services. UTILITIES: This category contains the utilities budgets for St George, UTM and UTSC utilities including water, gas, hydro, oil, purchased steam. ADMINISTRATION: This category contains the budgets for St George, UTM and UTSC administrative services for human resources, payroll, financial services, registrarial services and central management offices including Governing Council, President s Office, VP & Provost, VP Research, Division of University Advancement, VP Human Resources and Equity, VP University Relations, VP Business Affairs. GENERAL UNIVERSITY EXPENSE: This category houses expenses that: I) cannot be attributed to a particular area but instead benefit all university. II) represent provisions which have not yet been distributed, as examples, the Salary Provision, the Academic Recruitment and Retention Fund. Specifically, General University includes Institutional Memberships, Admin Priorities Fund, Alterations and Renovations, Audit Fees, Debt Service, Insurance, Lease Cost of off campus space, Negotiation s, Legal s, and Pension Deficit Amortization. Page 1-5

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10 University of Toronto Divisional Revenue Budget for the year ending April 30, 2009 (A + B) (A) (B) TOTAL Student Fees Total Total Less: External Government Tuition Miscellaneous Endowment External Divisional Cost Divisional Endowment Divisional Grants Fees Fees Revenue External Revenue Revenue $ $ $ $ $ $ $ $ $ $ $ Arts & Science, Colleges & Schools Arts and Science (incl Innis, New, Woodsworth) 552,000 49,400 4,768,919 2,450,000 4,245,775 12,066,094 43,606,004 9,796,003 65,468,101 (2,450,000) 9,616,094 Transitional Year Programme , ,000 64, ,500 90,000 University College , ,153 - Sub-total 552,000 49,400 4,858,919 2,450,000 4,245,775 12,156,094 43,802,657 9,796,003 65,754,754 (2,450,000) 9,706,094 UTM - Academic ,000 84, , ,480 1,371,726 98,485 1,722,691 (84,480) 168,000 UTSC - Academic 284,399-3,999,175-57,150 4,340,724 1,384, ,897 6,534,994 4,340,724 Sub-total 836,399 49,400 8,922,094 2,534,480 4,406,925 16,749,298 46,558,756 10,704,385 74,012,439 (2,534,480) 14,214,818 Continuing Studies, School of - 11,600, ,205,046 12,805, ,000-13,060,077 12,805,077 Graduate Centres and Institutes ,159 84, , ,024 84,159 Graduate Studies, School of ,500-65, , ,399-1,050, ,500 Total Arts & Science, College & Schools 836,399 11,649,431 9,765,594 2,534,480 5,761,130 30,547,034 47,078,020 10,704,385 88,329,439 (2,534,480) 28,012,554 Health Sciences Dentistry - 1,789, , ,000 7,477,043 9,806,643 2,455, ,465 12,378,341 (350,000) 9,456,643 Medicine - 9,028,123 11,944,698 2,414,022 12,115,802 35,502,645 14,987,972 34,125,063 84,615,680 (2,414,022) 33,088,623 Lawrence Bloomberg Faculty of Nursing - 100, , , ,546 85, , ,094 (225,000) 256,546 Leslie Dan Faculty of Pharmacy - 1,023, , ,333, ,000-1,533,191 1,333,191 Physical Education and Health - 1,737,725 13,117,611-3,257,954 18,113,290 9,018,023-27,131,313 18,113,290 Total Health Sciences - 13,677,868 25,719,626 2,989,022 22,850,799 65,237,315 26,746,276 34,658, ,641,619 (2,989,022) 62,248,293 Page 1-7

11 University of Toronto Divisional Revenue Budget for the year ending April 30, 2009 (A + B) (A) (B) TOTAL Student Fees Total Total Less: External Government Tuition Miscellaneous Endowment External Divisional Cost Divisional Endowment Divisional Grants Fees Fees Revenue External Revenue Revenue $ $ $ $ $ $ $ $ $ $ $ Other Professional Faculties Applied Science and Engineering - 3,873, ,000 2,490,203 3,991,950 10,635,225 8,122, ,754 18,995,309 (2,490,203) 8,145,022 John H. Daniels Faculty of Architecture, Landscape & Design , , ,700 1,195,967-1,502, ,700 Forestry ,000-76, , ,742 (76,000) - Information - 735,000 25, ,877 1,429, ,356 2,224,266 4,015,799 1,429,177 Law - 175,000 2,188, , ,000 3,440,098 1,609,279 1,407,373 6,456,750 (600,000) 2,840,098 Joseph L. Rotman School of Management - 13,276, ,733 2,664,641 3,162,836 19,620,757 15,907,995-35,528,752 (2,664,641) 16,956,116 Music , , ,500 1,245,455 71,429 1,707, ,500 OISE/UT - 8,341, , , ,593 10,290,986 6,798, ,621 17,248,014 (608,378) 9,682,608 Factor-Inwentash Faculty of Social Work - 175, , , ,000-1,075,000 (800,000) 175,000 Total Other Professional Faculties - 26,575,794 3,850,671 7,239,222 9,498,756 47,164,443 35,591,531 4,099,443 86,855,417 (7,239,222) 39,925,221 Other Academic Costs Fields Institute , , , ,000 Total Other Academic Costs , , , ,000 Total Academic 836,399 51,903,093 39,335,891 12,762,724 38,610, ,448, ,415,827 49,461, ,326,475 (12,762,724) 130,686,068 Page 1-8

12 University of Toronto Divisional Revenue Budget for the year ending April 30, 2009 Academic Services (A + B) (A) (B) TOTAL Student Fees Total Total Less: External Government Tuition Miscellaneous Endowment External Divisional Cost Divisional Endowment Divisional Grants Fees Fees Revenue External Revenue Revenue $ $ $ $ $ $ $ $ $ $ $ Libraries: St. George (incl Info Commons) , ,905 1,754,549 2,415,115 2,530,447 1,270,048 6,215,610 (141,905) 2,273,210 UTM , , ,000 55,000 UTSC ,300 59, , ,695 59,300 Total Libraries , ,905 1,813,849 2,529,415 2,793,842 1,270,048 6,593,305 (141,905) 2,387,510 University of Toronto Computing , ,330 1,499,926-1,743, ,330 Total Academic Services , ,905 2,057,179 2,772,745 4,293,768 1,270,048 8,336,561 (141,905) 2,630,840 Campus and Student Services Office of Student Affairs ,130,394-37,500 10,167,894 1,579,153-11,747,047 10,167,894 Career Centre , , , ,650 First Nations House ,000-80,000 - Health Services ,283,541 1,283, ,283,541 1,283,541 Housing Services , , , , ,150 International Student Centre ,500 62, , ,123 62,500 Psychiatric Services ,016,000 1,016, ,016,000 1,016,000 Services for Students with Disabilities 1,340, ,000 1,411, ,411,000 1,411,000 Total St. George Campus and Student Services 1,340,000-10,130,394-2,680,341 14,150,735 2,009, ,160,492-14,150,735 UTM 266,500-6,677,400-1,929,300 8,873, ,731-9,061,931 8,873,200 UTSC 105,000-5,495, ,859 6,410, ,188-7,121,283 6,410,095 Total Campus and Student Services 1,711,500-22,303,030-5,419,500 29,434,030 2,909, ,343,706-29,434,030 Student Assistance Undergraduate Student Assistance ,900,000 1,900, ,900,000 1,900,000 Total Student Assistance ,900,000 1,900, ,900,000-1,900,000 Page 1-9

13 University of Toronto Divisional Revenue Budget for the year ending April 30, 2009 (A + B) (A) (B) TOTAL Student Fees Total Total Less: External Government Tuition Miscellaneous Endowment External Divisional Cost Divisional Endowment Divisional Grants Fees Fees Revenue External Revenue Revenue $ $ $ $ $ $ $ $ $ $ $ Maintenance and Services St George ,206,803 2,206,803 20,553,140-22,759,943 2,206,803 UTM ,500 3,500 1,026,840-1,030,340 3,500 UTSC ,909 83,909 2,122,792-2,206,701 83,909 Total Maintenance and Services ,294,212 2,294,212 23,702,772-25,996,984-2,294,212 Utilities St George ,354,849 3,354,849 6,263,798-9,618,647 3,354,849 UTM ,357 36,357 1,690,815-1,727,172 36,357 UTSC Total Utilities ,391,206 3,391,206 7,954,613-11,345,819-3,391,206 Administration St. George Administration: Governing Council , , , ,200 30, , ,637 Vice-President and Provost ,000-3,515,000 4,115,000 2,483,234-6,598,234-4,115,000 VP Research , ,350 81, , ,350 Division of University Advancement ,000-2,410,650 2,736, ,086 37,418 3,488,154-2,736,650 VP Human Resources & Equity ,103,608 2,103,608 3,139,366-5,242,974-2,103,608 VP University Relations , ,500 4, , ,500 VP Business Affairs ,840,532 1,840,782 5,514, ,392 7,598,890-1,840,782 Total St. George Administration ,250-10,284,277 11,221,527 12,077, ,504 23,610,426-11,221,527 UTM , , ,512 4,747,974-5,314, ,512 UTSC ,000-1,554,110 1,602, ,967-2,111,077 1,602,110 Total Administration - - 1,160,718-12,229,431 13,390,149 17,334, ,504 31,035,989-13,390,149 Page 1-10

14 University of Toronto Divisional Revenue Budget for the year ending April 30, 2009 (A + B) (A) (B) TOTAL Student Fees Total Total Less: External Government Tuition Miscellaneous Endowment External Divisional Cost Divisional Endowment Divisional Grants Fees Fees Revenue External Revenue Revenue $ $ $ $ $ $ $ $ $ $ $ General University Vice-Provost, Planning & Budget Recovery - Academic Programs O/H ,879,350-3,879, Total General University ,879,350-3,879, Total Divisional 2,547,899 51,903,093 63,373,300 12,904,629 65,902, ,631, ,490,012 51,043, ,164,884 (12,904,629) 183,726,505 Less: Endowment (12,904,629) (12,904,629) (12,904,629) & External Cost - (169,490,012) (51,043,738) (220,533,750) Total Reclassifications & Eliminations (12,904,629) - (12,904,629) (169,490,012) (51,043,738) (233,438,379) Revised Total Divisional 2,547,899 51,903,093 63,373,300-65,902, ,726, ,726,505 * the above are reclassification of budgets from divisional to general university income as well as cost recovery eliminations for Blue Book purposes Page 1-11

15 University of Toronto Divisional Revenue Budget for the year ending April 30, 2009 (A + B) (A) (B) TOTAL Student Fees Total Total Less: External Government Tuition Miscellaneous Endowment External Divisional Cost Divisional Endowment Divisional Grants Fees Fees Revenue External Revenue Revenue $ $ $ $ $ $ $ $ $ $ $ Reconciliations: To Budget Summary: From above From pg1-13 Difference Cost 169,490, ,490,012 - External Cost 51,043,738 51,043, ,533, ,533,750 Divisional 196,631, ,631,134 Total Divisional Revenue 417,164, ,164,884 - To Budget Summary: From above From pg1-1 Difference Total External Divisional Revenue 183,726, ,726,505 - Page 1-12

16 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Budget Summary for the year ending April 30, 2009 Academic 508,345, ,130, ,537, ,287,747 47,005,198 1,104,306,615 82,746,058 26,669,769 49,461, ,428, ,448, ,980,140 Academic Services 791,881 37,352,486 8,019,862 33,070, ,234,838 3,552, ,026 1,270,048 73,671,022 2,772,745 70,898,277 Campus & Student Services 130,350 17,915,150 3,561,422 12,422,814 15,000 34,044,736 1,515,507 1,393, ,135,060 29,434,030 1,701,030 Student Assistance 2,543, ,377 31,208 89,655,835 92,485,187 92,485,187 1,900,000 90,585,187 Facilities & Services 40,755,272 8,992,862 44,112,843 93,860,977 12,935,835 10,766,937 70,158,205 2,294,212 67,863,993 Utilities 95,201 21,420 61,428,493 61,545,114 7,954,613 53,590,501 3,391,206 50,199,295 Administration 5,188,731 69,673,169 16,346,540 37,463,933 6, ,678,373 10,989,083 6,345, , ,032,533 13,390,149 97,642,384 General University 128,326 4,636,613 28,150,851 28,346,314 61,262,104 3,879,350 57,382,754 57,382,754 Municipal taxes 4,886,325 4,886,325 4,886,325 4,886,325 Total Budget Summary 514,584, ,102, ,885, ,050, ,682,133 1,660,304, ,573,188 45,916,824 51,043,738 1,439,770, ,631,134 1,243,139,385 Page 1-13

17 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Academic for the year ending April 30, 2009 Arts & Science, Colleges & Schools 226,674,360 60,249,197 59,836,172 71,633,043 20,181, ,574,383 31,784,794 15,293,226 10,704, ,791,978 30,547, ,244,944 Health Sciences 107,415,814 51,546,788 30,860,112 60,610,189 7,418, ,851,023 24,121,822 2,624,454 34,658, ,446,719 65,237, ,209,404 Other Professional Faculties 128,356,925 49,990,513 37,322,918 53,511,382 19,405, ,587,205 26,839,442 8,752,089 4,099, ,896,231 47,164, ,731,788 Other Academic Costs 45,898,193 1,343,895 10,518,783 61,533, ,294, ,294, , ,794,004 Total Academic 508,345, ,130, ,537, ,287,747 47,005,198 1,104,306,615 82,746,058 26,669,769 49,461, ,428, ,448, ,980,140 Page 1-14

18 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Arts & Science, Colleges and Schools for the year ending April 30, 2009 Arts and Science 140,545,378 33,291,640 36,442,639 28,090,649 18,732, ,102,486 26,966,470 13,611,631 9,722, ,801,541 6,405, ,395,980 Innis College 239, , , ,926 33,000 1,700, ,000 73,159 1,419, ,033 1,278,533 New College 816,494 2,291, ,318 2,650, ,000 6,606,958 1,227, ,666 4,935,611 2,806,000 2,129,611 Transitional Year Programme (TYP) 1,135, , ,373 85,736 1,650,104 64,500 1,585,604 90,000 1,495,604 University College 904,735 1,857, , ,584 84,000 3,983, , ,783 2,812,758 23,500 2,789,258 Woodsworth College 2,200,503 2,245, ,522 2,426,904 7,755,925 74,308 36,041 7,645,576 2,690,000 4,955,576 Federated & TST Block Grants 13,303,114 13,303,114 13,303,114 13,303,114 UTM Academic 39,216,727 5,714,670 9,432,711 3,432,239 75,000 57,871, , ,216 98,485 56,401, ,480 56,148,656 UTSC Academic 36,053,160 5,352,916 8,565,711 14,797, ,000 64,869,497 1,068, , ,897 62,675,227 4,340,724 58,334,503 Continuing Studies, School of 2,691,452 4,554,002 1,266,531 4,548,092 13,060, ,000 12,805,077 12,805,077 Graduate Centres and Inst. 1,845,045 1,172, , , ,431 5,385,048 11, ,865 5,263,183 84,159 5,179,024 Graduate Studies, School of 1,026,153 2,696, , ,424 5,285, ,399 5,143, ,500 4,235,085 Total Arts & Science, Colleges and Schools 226,674,360 60,249,197 59,836,172 71,633,043 20,181, ,574,383 31,784,794 15,293,226 10,704, ,791,978 30,547, ,244,944 Page 1-15

19 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Arts and Science for the year ending April 30, 2009 Faculty Administration 16,703,781 8,155,959 4,729,013 17,288,854 18,490,180 65,367,787 22,226, , ,393 42,035,008 1,408,670 40,626,338 College Programs 3,838,143 40, , ,508 4,783, ,485 1,136,298 15,925 3,351, ,000 3,251,887 Humanities 43,048,077 4,848,910 10,358,370 1,366,729 59,622, ,224 5,516,483 1,752,264 52,055,115 1,238,854 50,816,261 Social Sciences 26,263,669 4,964,142 6,540,262 2,979,582 62,000 40,809, ,176 1,691,147 1,499,995 37,166, ,320 36,467,017 Sciences 50,691,708 15,282,555 14,023,124 6,341, ,000 86,519,363 3,709,790 4,324,112 6,292,267 72,193,194 2,958,717 69,234,477 Total Arts and Science 140,545,378 33,291,640 36,442,639 28,090,649 18,732, ,102,486 26,966,470 13,611,631 9,722, ,801,541 6,405, ,395,980 Page 1-16

20 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Faculty Administration for the year ending April 30, 2009 Dean's Office 1,596,180 2,540, , ,818 5,562,946 1, ,737 4,923,159 4,923,159 Faculty General & Misc 14,609,709 1,448,164 2,805,142 15,139,871 34,002,886 21,984, , ,393 11,715,420 11,715,420 Endowed Chairs 142,869 32,146 25, , , , Graduate Student Assistance 18,490,180 18,490,180 18,490,180 18,490,180 Public Relations & Development 1,596, , ,900 2,837, , ,125 2,436,707 2,436,707 Registrar's Office 43,427 2,488, , ,809 3,688,735 5,000 3,683,735 1,201,670 2,482,065 Student ID cards 48,609 48,609 48,609 7,000 41,609 Teaching Initiatives 311,596 82,766 60,974 81, , , ,183 Total Faculty Administration 16,703,781 8,155,959 4,729,013 17,288,854 18,490,180 65,367,787 22,226, , ,393 42,035,008 1,408,670 40,626,338 Page 1-17

21 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support College Programs for the year ending April 30, 2009 College Teaching 994, ,093 1,520 1,151,376 23,157 1,128,219 1,128,219 Innis College Program 821, ,294 17,288 1,023,560 99, , ,396 New College Program 177,998 38,693 9, , , , ,620 St. Michael's Program 778, , , , , ,805 University College Program 601,652 40, ,395 85, , , ,806 15, , , ,480 Victoria College Program 462, , , , , ,367 Total College Programs 3,838,143 40, , ,508 4,783, ,485 1,136,298 15,925 3,351, ,000 3,251,887 Page 1-18

22 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Humanities for the year ending April 30, 2009 Aboriginal Studies 359, , ,984 13, ,221 20, , , ,472 Asian Institute 190,038 91,048 60, , , ,790 31, , ,826 Cinema Studies 32,000 16,030 10,807 1,789 60,626 60,626 60,626 Classics 1,654, , ,672 1,975 2,162,254 1, ,763 2,025,491 2,000 2,023,491 Comparative Literature 827, , ,937 42,402 1,193, ,139 23,695 1,067,176 1,067,176 Computing in the Humanities 637, ,293 41, ,322 70,000 69, ,105 70, ,105 Diaspora & Transnational Studies 177,730 43,635 48,458 40, , , ,858 East Asian Stdies 1,924, , ,100 32,503 2,539,891 15, ,357 2,338, ,000 2,238,274 English 7,897, ,587 1,834, ,138 10,349, , ,012 9,133, ,880 8,968,742 Europ. Russ. & Eurasian Studies, Centre for 225, ,739 80,178 35, ,538 72, , ,561 Fine Arts 2,457, , , ,968 3,668, ,816 3,486, ,000 3,371,408 French 3,197, , ,116 73,704 4,314, ,183 88,579 3,900,670 3,900,670 German 822,827 97, ,451 21,001 1,137,932 84,097 1,053,835 1,053,835 History 6,564, ,958 1,506,166 53,188 8,547,216 3,000 1,058, ,548 7,253, ,000 6,953,815 Hist & Phil of Sci & Tech, Inst for 1,478, , ,583 6,639 1,951, ,171 34,971 1,691,243 1,691,243 Humanities Centre 12, ,425 27,771 5, , , ,213 Italian Studies 1,442, , , ,354 2,015,205 40,700 1,974, ,000 1,873,505 Jewish Studies 10,000 37,735 10,740 8,081 66,556 66,556 66,556 Page 1-19

23 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Linguistics 1,203, , ,825 5,169 1,624, , ,856 1,362,717 1,362,717 Medieval Studies 1,244, , ,633 38,378 1,759,557 41, ,389 1,579,464 44,074 1,535,390 Near Middle East Civilization 2,095, , ,758 4,226 2,791,686 4, ,596 2,514,695 1,600 2,513,095 Philosophy 4,155, , ,994 53,501 5,459,799 54, , ,006 4,351, ,000 4,251,201 Religion 1,887, , ,684 62,795 2,570, ,619 56,137 1,996,560 1,996,560 Slavic Studies 1,579, , , ,553 2,448, , ,308 1,918, ,500 1,678,855 Spanish and Portugese 1,608, , ,404 27,288 2,125, ,903 1,941, ,941,067 Total Humanities 43,048,077 4,848,910 10,358,370 1,366,729 59,622, ,224 5,516,483 1,752,264 52,055,115 1,238,854 50,816,261 Page 1-20

24 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Social Sciences for the year ending April 30, 2009 Anthropology 3,325, , ,930 4,864 4,423, , ,284 4,060,774 4,060,774 Economics 7,610, ,630 1,727, ,925 22,000 10,357,108 24, , ,856 9,849, ,500 9,742,839 Environment, Division of 720, , ,834 51,263 1,344,919 6,000 46,205 1,292,714 1,292,714 Ethics, Centre for 12, ,216 27,849 98,152 40, , ,647 67, ,647 Geography 3,205, , , ,639 4,874,412 10, , ,284 4,259,549 79,820 4,179,729 Geography Cartography Services 20,000 2,000 33,000 55,000 35,000 20,000 20,000 Political Science 6,155, ,223 1,440,709 99,220 8,167, , , ,326 7,065, ,000 6,865,864 Munk Centre for Int'l Studies 50, ,573 82, , ,483 45, ,483 21, ,483 Research Data Centre 8, ,688 47,345 78, ,260 81, ,250 34, , ,740 Rotman Commerce 352, , ,069 1,912,561 3,463,494 3,463, ,000 3,358,494 Sociology 3,850, , ,995 70,719 5,277, , ,712 4,874, ,000 4,774,826 Women's Studies & Gender Studies,Inst.of 973, , ,975 62,094 1,392, ,671 1,212,907 1,212,907 Total Social Sciences 26,263,669 4,964,142 6,540,262 2,979,582 62,000 40,809, ,176 1,691,147 1,499,995 37,166, ,320 36,467,017 Page 1-21

25 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Sciences for the year ending April 30, 2009 Astronomy 1,688, , , ,924,926 45, , ,434 2,451,748 20,698 2,431,050 Astronomy Observatory 2, ,742 27,492 27,492 27,492 Cell & Systems Biology 4,174,808 1,966,663 1,328, ,581 8,263, , , ,392 7,226,582 60,000 7,166,582 Chemistry 6,428,506 2,731,086 1,920,508 1,411,529 12,491,629 1,414, ,397 1,043,021 9,337, ,500 9,150,754 Computer Science 9,292,793 2,370,777 2,487, ,984 14,592, ,511 1,090, ,287 12,693, ,000 12,343,928 Consortium Grad Educ Software Engin Prov 10,000 10,000 10,000 Cquest 142,777 30,875 78, , , ,885 Ecology & Evolutionary Biology 3,906,828 1,476,424 1,140, ,713 7,421,293 17, , ,063 6,517, ,441 6,270,441 Geology 2,094,774 1,013, , ,337 4,056,698 60, , ,265 3,186, ,000 2,986,246 Human Biology 186,455 41, , , ,640 Isotrace Labratory 71,349 35,929 23,388 25, , ,000 56,000 56,000 Mathematics 7,862, ,730 1,813, ,355 10,394, , , ,008 8,699, ,000 8,463,650 Ontario Biology Competition 30,000 30,000 30,000 Optical Science, Institute for 324,063 69,073 88, ,409 1,245,000 15,000 1,230,000 1,230,000 Physics 6,317,318 2,690,008 1,915, ,261 11,909, , ,059 1,296,894 9,618, ,127 9,412,465 Psychology 4,096, , , ,296 5,887,523 16, , ,992 5,135, ,000 5,035,303 Public Policy & Governance, School of 549, , , , ,000 1,321,217 46,915 1,274,302 5,951 1,268,351 Statistics 2,558, , ,554 3,456 3,513,408 21, , ,969 2,944,357 60,000 2,884,357 Theorectical Astrophysics, Can Inst. 1,139, , ,626 58,911 1,773, ,942 1,313,333 1,313,333 Vision Computing 20,000 20,000 20,000 Total Sciences 50,691,708 15,282,555 14,023,124 6,341, ,000 86,519,363 3,709,790 4,324,112 6,292,267 72,193,194 2,958,717 69,234,477 Page 1-22

26 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support University College for the year ending April 30, 2009 Art Centre 58, ,773 83,125 22, ,829 48,613 83, , ,676 College Administration 156,585 1,275, , ,027 84,000 2,196, , ,076 1,624,205 17,000 1,607,205 College Programs 689, , , ,497 1,296, ,151 31, ,415 6, ,915 U of T Programs and Others 8,462 8,462 8,462 8,462 Total University College 904,735 1,857, , ,584 84,000 3,983, , ,783 2,812,758 23,500 2,789,258 Page 1-23

27 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support College Administration for the year ending April 30, 2009 Alumni Office 283,118 63,702 12, , , , ,357 College General 336,743 73, , ,090 5, , ,244 7, ,244 Dean of Students 140,709 30,909 6, ,118 95,948 82,170 82,170 Laidlaw Library 28,000 2, , ,972 58, ,972 3, ,972 Principal's Office 156,585 57,007 48,059 11, ,451 31, , ,169 Registrar's Office 430,341 94,952 17,000 84, ,293 15, ,293 7, ,293 Total College Administration 156,585 1,275, , ,027 84,000 2,196, , ,076 1,624,205 17,000 1,607,205 Page 1-24

28 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support College Programs for the year ending April 30, 2009 College Programme 489, , , , , ,606 31, ,746 6, ,246 Peace and Conflict Studies 82,463 49,423 29,675 30, ,191 78, , ,646 Writing Workshop 118,344 26, , , ,023 Total College Programs 689, , , ,497 1,296, ,151 31, ,415 6, ,915 Page 1-25

29 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support U of T Programs and Others for the year ending April 30, 2009 U of T Writing Workshop 8,462 8,462 8,462 8,462 Total U of T Programs and Others 8,462 8,462 8,462 8,462 Page 1-26

30 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Woodsworth College for the year ending April 30, 2009 Degree & Certificate Program Pre-University/Academic Bridging Program 1,807,626 2,087, ,933 2,402,403 7,059,854 74,308 36,041 6,949,505 2,650,000 4,299, , , ,589 24, , ,071 40, ,071 Total Woodsworth College 2,200,503 2,245, ,522 2,426,904 7,755,925 74,308 36,041 7,645,576 2,690,000 4,955,576 Page 1-27

31 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Degree and Certificate Program for the year ending April 30, 2009 Administration and Services 164,598 1,733, , ,856 2,671,917 36,041 2,635,876 45,000 2,590,876 A & S Summer Program 57,199 12,870 8,000 78,069 74,308 3,761 3,761 A & S Winter Program 1,194,395 2, ,121 26,002 1,438,518 1,438,518 1,438,518 Diploma/Certificate Program 448, , ,584 2,010,545 2,871,350 2,871,350 2,605, ,350 Total Degree and Certificate Program 1,807,626 2,087, ,933 2,402,403 7,059,854 74,308 36,041 6,949,505 2,650,000 4,299,505 Page 1-28

32 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Graduate Centres and Institutes for the year ending April 30, 2009 GCI Academic Directors 132,645 29, ,490 81,244 81,246 81,246 GCI General 100,614 19,948 26, , ,431 1,687,652 1,687,652 1,687,652 Criminology, Centre for 527, , ,646 23,600 1,064,010 9,000 1,055,010 3,000 1,052,010 Life Course & Aging, Institute for Ind Relations & Hum Resources, Centre for International Studies, Centre for Knowledge, Media, Design Insitute 70,591 52,568 27, , ,870 4, , , , ,575 47,411 1,107,176 2,000 1,105,176 43,000 1,062, , ,406 48,988 70, , , ,787 5,000 71,640 14,182 23, , , ,006 Study of Drama, Centre for 407, , ,456 5, ,057 29, ,436 33, ,445 Total Graduate Centres and Institutes 1,845,045 1,172, , , ,431 5,385,048 11, ,865 5,263,183 84,159 5,179,024 Page 1-29

33 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Health Sciences for the year ending April 30, 2009 Dentistry 12,017,707 9,755,578 4,405,043 7,694, ,944 34,116,237 1,874, , ,465 31,544,539 9,806,643 21,737,896 Medicine 78,576,811 29,823,418 20,860,028 32,299,037 5,848, ,407,622 13,144,537 1,843,435 34,125, ,294,587 35,502,645 82,791,942 Lawrence Bloomberg Faculty of Nursing 5,589,257 1,450,322 1,381,500 1,457, ,000 10,312,881 85, ,500 9,811, ,546 9,329,787 Leslie Dan Faculty of Pharmacy 7,872,427 2,108,290 1,895,945 2,132, ,848 14,319, ,000 14,119,528 1,333,191 12,786,337 Physical Education & Health 3,359,612 8,409,180 2,317,596 17,026, ,000 31,694,755 9,018,023 22,676,732 18,113,290 4,563,442 Total Health Sciences 107,415,814 51,546,788 30,860,112 60,610,189 7,418, ,851,023 24,121,822 2,624,454 34,658, ,446,719 65,237, ,209,404 Page 1-30

34 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Dentistry for the year ending April 30, 2009 Non-Clinical Operations 9,995,452 4,403,992 3,021,182 4,713, ,944 22,377,535 1,874, , ,465 19,805,837 4,606,643 15,199,194 Clinical Operations 2,022,255 5,351,586 1,383,861 2,981,000 11,738,702 11,738,702 5,200,000 6,538,702 Total Dentistry 12,017,707 9,755,578 4,405,043 7,694, ,944 34,116,237 1,874, , ,465 31,544,539 9,806,643 21,737,896 Page 1-31

35 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Non-Clinical Operations for the year ending April 30, 2009 Dean's Office 9,380,737 3,650,828 2,811,597 1,530, ,944 17,616,406 1,656, , ,465 15,268, ,300 14,345,557 Continuing Education 145, ,372 78, ,945 1,000,000 1,000,000 1,000,000 Dental Research Institute 339, ,325 81, , ,976 Development 169,429 38, , , , , , ,000 Int'l Dentist Advanced Placement Prog. 274, ,871 58, , , , ,300 Pain Centre 195, ,203 25, , ,461 36,000 6, , ,661 Student Dental Kits 41,289 9,290 1,601,464 1,652,043 1,652,043 1,652,043 Total Non-Clinical Operations 9,995,452 4,403,992 3,021,182 4,713, ,944 22,377,535 1,874, , ,465 19,805,837 4,606,643 15,199,194 Page 1-32

36 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Clinical Operations for the year ending April 30, 2009 Clinical Operations 2,022,255 5,351,586 1,383,861 2,981,000 11,738,702 11,738,702 5,200,000 6,538,702 Total Clinical Operations 2,022,255 5,351,586 1,383,861 2,981,000 11,738,702 11,738,702 5,200,000 6,538,702 Page 1-33

37 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Medicine for the year ending April 30, 2009 Administration/Service 9,461,059 4,050,388 2,732,828 4,854,997 21,099,272 5,731,248 2,599,508 12,768,516 1,343,950 11,424,566 Basic Science Sector 12,178,435 2,259,666 3,180, ,563 18,021,765 1,052,570 1,259, ,380 15,108, ,500 14,924,199 Clinical Science Sector 41,145,912 7,799,678 8,430,531 4,935,094 62,311, , ,017 29,388,329 32,218,226 10,544,753 21,673,473 Community Health Sector 6,335,806 1,257,561 1,682, ,473 9,542, ,236 1,099,192 8,234,166 73,000 8,161,166 Education 1,845,107 8,837,626 1,983,883 14,328,743 5,819,002 32,814,361 1,674,518 31,139,843 17,632,895 13,506,948 Research 2,429,344 4,337,484 1,445,703 6,246,527 3,000 14,462,058 3,562, , ,497 10,581,506 5,609,961 4,971,545 Rehabilitation Science Sector 5,181,148 1,281,015 1,404,228 1,263,640 26,326 9,156, , , ,157 8,243, ,586 8,130,045 Total Medicine 78,576,811 29,823,418 20,860,028 32,299,037 5,848, ,407,622 13,144,537 1,843,435 34,125, ,294,587 35,502,645 82,791,942 Page 1-34

38 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Administration/Service for the year ending April 30, 2009 Computing Support Division 804, , ,425 1,537, , , ,628 Dean's Office and Faculty Miscellaneous 9,461,059 3,245,504 2,562,627 4,292,572 19,561,762 4,764,666 2,599,508 12,197,588 1,343,650 10,853,938 Total Administration/Service 9,461,059 4,050,388 2,732,828 4,854,997 21,099,272 5,731,248 2,599,508 12,768,516 1,343,950 11,424,566 Page 1-35

39 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Basic Science Sector for the year ending April 30, 2009 Biomaterials & Biomed. Engin., Inst. of 492, ,925 3, , , , ,799 Immunology (incl. Cell Sorter) 548, , , ,302 1,026,105 1,026,105 84, ,105 Biochemistry 2,707, , ,835 56,645 3,845, , ,604 3,038, ,037,710 Medical Biophysics 314, , , ,201 64, , ,654 Medical Genetics and Microbiology 2,798, , ,104 83,511 4,271, , ,532 3,832,385 3,832,385 Nutritional Sciences 1,579, , ,547 9,839 2,121, , ,335 1,766, ,000 1,666,516 Pharmacology 1,163, , , ,340 1,823,994 23, ,218 1,668,310 1,668,310 Physiology 2,572, , ,986 3,600, , ,223 2,628,720 2,628,720 Total Basic Science Sector 12,178,435 2,259,666 3,180, ,563 18,021,765 1,052,570 1,259, ,380 15,108, ,500 14,924,199 Page 1-36

40 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Clinical Science Sector for the year ending April 30, 2009 Anesthesia 1,139, , ,034 98,788 1,913, , , ,310 Family & Community Medicine 8,914,654 1,257, ,759 1,497,176 12,588,802 60, ,017 2,882,732 9,322,553 8,378, ,114 Lab Med & Pathobiology 2,591,061 1,294, , ,821 4,848,541 23, ,089 4,230, ,225 3,648,727 Medical Imaging 217, ,550 85, , ,669 41, , ,359 Medical Science, Institute of 88, ,434 69, ,607 36, , ,442 Medicine, Department of 12,851,120 1,320,067 2,922,577 1,874,450 18,968,214 13,144,434 5,823, ,203 5,470,577 Obstetrics and Gynaecology 1,831, , ,418 34,021 2,616,581 1,710, ,299 87, ,523 Ophthalmology 400, , , , , , , ,933 Otolaryngoloy-Head & Neck Surgery 998, , ,101 89,469 1,598, , , , ,513 Paediatrics 2,737,591 72, ,216 3,396,319 2,274,131 1,122,188 1,122,188 Psychiatry 3,828, , , ,006 5,521,588 61,478 2,764,828 2,695, ,000 2,345,282 Radiation Oncology 659, , , ,599 1,660,776 96,030 1,564, ,310 1,136,436 Surgery 4,887, ,891 1,141, ,517 7,140, ,000 3,623,119 3,317, ,000 3,202,069 Total Clinical Science Sector 41,145,912 7,799,678 8,430,531 4,935,094 62,311, , ,017 29,388,329 32,218,226 10,544,753 21,673,473 Page 1-37

41 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Community Health Sector for the year ending April 30, 2009 Health, Policy, Management & Evaluation 2,412, , , ,342 4,001, , ,125 3,583,883 73,000 3,510,883 Public Health Sciences 3,922, ,881 1,006,388 62,131 5,541, ,067 4,650,283 4,650,283 Total Community Health Sector 6,335,806 1,257,561 1,682, ,473 9,542, ,236 1,099,192 8,234,166 73,000 8,161,166 Page 1-38

42 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Education for the year ending April 30, 2009 Continuing Education 277, , ,562 3,525,696 5,014, ,074 4,861,506 4,518, ,095 Undergraduate Medicial Education 1,262,587 2,212, ,548 2,406,797 6,461,704 6,461, ,162 5,719,542 Education General 22, ,643 27,769 51, , , ,921 Assoc. Dean, Interfaculty Graduate Aff. 238,464 53, ,481 5,801,002 6,230,601 6,230, ,746 5,958,855 Academic Computing 723, , ,076 1,141, , , , ,207 History of Medicine 118,371 21,670 31,509 35, ,750 12, , ,306 Medical Council of Canada Exams 200, , , ,000 Postgraduate Medical Educ. 60,000 1,835, ,861 6,673,349 8,948,704 8,948,704 9,442, ,191 Research in Educ, Ctre for 105,004 1,576, , ,380 18,000 2,369, ,000 1,695,925 1,400, ,925 Standard Patient Program 105,790 17,553 56, ,000 10, , ,000 Teaching Labs, Division of 1,031, , ,598 1,845, ,000 1,345, ,700 1,019,594 Total Education 1,845,107 8,837,626 1,983,883 14,328,743 5,819,002 32,814,361 1,674,518 31,139,843 17,632,895 13,506,948 Page 1-39

43 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Research for the year ending April 30, 2009 Bioethics, Joint Centre for 162, ,916 93, , , , , ,695 Level 3 Facility 5,000 13,234 4,103 3,267 25,604 7,500 18,104 3,750 14,354 Cardiovascular Collaborative Program Cellular & Biomolecular Res, Ctr for 64,211 14,447 12,000 3,000 93,658 93,658 93,658 2,067, , , ,388 3,288, ,356 3,015, ,393 2,888,809 Clinical Sciences Division 207,906 46,779 47, , , , ,990 Comparative Medicine 1,903, ,513 1,314,342 3,632,246 2,600,000 1,032, , ,246 Electron Microscopy Unit 10,000 99,703 24,683 46, ,070 85,000 96,070 95,000 1,070 Life Sciences, Ethics & Policy, Program on 7,511-7,511-7,511 Logistics Services 365,960 79,841 3,845,359 4,291,160 4,291,160 4,291,160 Neurodegenerative Diseases, Ctr. for Res Toronto Western Research Institute 359, , , ,703 26, ,130 35, , ,497 Research General 157, , ,005 98,000 1,115, , , ,189 Total Research 2,429,344 4,337,484 1,445,703 6,246,527 3,000 14,462,058 3,562, , ,497 10,581,506 5,609,961 4,971,545 Page 1-40

44 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Rehabilitation Science Sector for the year ending April 30, 2009 Occ. Science & Occ. Therapy, Dept of 2,039, , , ,327 3,292, ,773 3,067,959 3,067,959 Physical Therapy 1,853, , , ,653 2,957,286 2,957,286 2,957,286 Rehabilitation Science, Graduate Dept. 448, , ,775 26, , , ,748 21, ,662 Speech Language Pathology 1,287, , , ,885 2,176, ,449 19,384 2,021,638 92,500 1,929,138 Total Rehabilitation Science Sector 5,181,148 1,281,015 1,404,228 1,263,640 26,326 9,156, , , ,157 8,243, ,586 8,130,045 Page 1-41

45 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Leslie Dan Faculty of Pharmacy for the year ending April 30, 2009 Continuing Education 482, ,724 71, ,712 1,023,020 1,023,020 1,023,020 Dean's Office 7,011,989 1,825,834 1,788,642 1,484, ,000 12,375, ,000 12,175,869 4,171 12,171,698 Doctoral Program 367, ,318 22,708 82,434 45, , ,639 6, ,639 Admissions 11,000 73,414 13, , , , ,000 Total Leslie Dan Faculty of Pharmacy 7,872,427 2,108,290 1,895,945 2,132, ,848 14,319, ,000 14,119,528 1,333,191 12,786,337 Page 1-42

46 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Physical Education and Health for the year ending April 30, 2009 Curricular Undergraduate 2,124, , , , ,000 4,418,977 38,288 4,380,689 93,000 4,287,689 Co-Curricular Sports Medical Clinic 123,436 12,343 1,335,915 1,471, , , , ,644 Co-Curricular Intercollegiate 30,000 3,000 2,146,025 2,179,025 16,000 2,163,025 75,000 2,088,025 Co-Curricular Programmes 1,154, ,442 3,153,748 4,423,650 4,423,650 1,810,725 2,612,925 Co Curricular Administration 1,234,926 4,797,035 1,354,066 4,518,377 11,904,404 7,931,162 3,973,242 13,149,316-9,176,074 Co Curricular Facilities and Services Co Curricular Alumni and Development Co-Curricular Commercial Relations/Mktg 1,568, ,365 3,849,579 5,660, ,473 5,139, ,504 4,420,977 30,590 3, , , , , ,744 82,489 8, , ,807 3, ,807 1,495, ,488 Total Physical Education & Health 3,359,612 8,409,180 2,317,596 17,026, ,000 31,694,755 9,018,023 22,676,732 18,113,290 4,563,442 Page 1-43

47 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Other Professional Faculties for the year ending April 30, 2009 Applied Science and Engineering 37,470,430 13,847,772 11,083,646 13,620,240 4,895,415 80,917,503 6,025,880 2,096, ,754 72,557,419 10,635,225 61,922,194 John H. Daniels Faculty of Architecture, Landscape & Design 3,845,628 1,258,641 1,085,646 1,134, ,000 7,510,936 1,107,245 88,722 6,314, ,700 6,008,269 Forestry 1,843, , , , ,800 3,409, , ,918 3,160,153 76,000 3,084,153 Information 3,271,379 4,388,598 1,716,707 1,637, ,000 11,513,068 7, ,856 2,224,266 8,926,446 1,429,177 7,497,269 Law 9,536,787 4,763,692 3,194,033 3,743, ,489 21,616, , ,379 1,407,373 18,600,007 3,440,098 15,159,909 Joseph L. Rotman School of Management 28,373,077 10,801,683 8,158,103 22,755,677 6,028,736 76,117,276 14,281,966 1,626,029 60,209,281 19,620,757 40,588,524 Music 7,111,545 2,158,735 1,911, , ,000 12,528, , ,883 71,429 11,211, ,500 10,821,160 OISE/UT 33,238,492 11,332,597 8,666,913 7,938,132 5,504,027 66,680,161 4,084,133 2,714, ,621 59,723,133 10,290,986 49,432,147 Factor-Inwentash Faculty of Social Work 3,666, , ,436 1,635,409 1,000,000 8,293,163 11,422 88,578 8,193, ,000 7,218,163 Total Other Professional Faculties 128,356,925 49,990,513 37,322,918 53,511,382 19,405, ,587,205 26,839,442 8,752,089 4,099, ,896,231 47,164, ,731,788 Page 1-44

48 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Applied Science and Engineering for the year ending April 30, 2009 Faculty Administration and Services Total, Academic Departments 3,529,171 5,329,177 1,929,073 7,452,275 4,745,415 22,985, ,070 22,135,041 5,623,173 16,511,868 33,941,259 8,028,614 9,044,326 2,905, ,000 54,069,666 5,980, , ,754 47,204,880 2,747,280 44,457,600 Professional Development Ctre 489, ,247 2,249,772 2,850, ,228 2,249,772 2,249,772 Other 1,012,726 1,012,726 45, ,726 15, ,726 Total Applied Science and Engineering 37,470,430 13,847,772 11,083,646 13,620,240 4,895,415 80,917,503 6,025,880 2,096, ,754 72,557,419 10,635,225 61,922,194 Page 1-45

49 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Faculty Administration and Services for the year ending April 30, 2009 Alumni Liaison Office 100, , , ,000 APSC Campaign 10,000 1, , , , ,000 Interdivisional Instruction 386,364 38, , , ,000 Dean's Office 491,894 1,572, ,424 2,528,536 2,528,536 2,528,536 DaVinci Engin. Enrichment Program 461, , , ,200 Engineering Computing Facility 676, , ,000 1,193,623 1,193,623 1,193,623 Faculty General 2,050, , ,913 4,078,091 7,061,172 7,061,172 3,029,584 4,031,588 Language Across the Curriculum 600, , , , , , ,207 Graduate Fellowships 4,745,415 4,745,415 4,745,415 4,745,415 Professional Experience Year Prgrm (PEY) 324,009 72, , , , , ,089 Other Administrative Unit 2,361, ,321 2,892, ,159 2,439,599 2,439,599 Registrar's Office 217, , , ,000 77,500 Science Outreach 1,523,300 1,523,300 1,523,300 1,523,300 University Industrial Collaboration 325, , , , ,400 Total Faculty Administration and Services 3,529,171 5,329,177 1,929,073 7,452,275 4,745,415 22,985, ,070 22,135,041 5,623,173 16,511,868 Page 1-46

50 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Total, Academic Departments for the year ending April 30, 2009 Aerospace Studies 2,255, , , ,517 3,753, , ,072 3,156, ,000 2,841,495 Biomedical Engineering 797, , ,055 29,192 1,494, ,102 52,183 1,106,317 1,106,317 Chemical Engineering 4,422, ,067 1,146, ,000 6,671, , ,872 6,029, ,604 5,790,733 Civil Engineering 4,826,426 1,249,869 1,348, ,425, , ,754 6,979, ,077 6,462,294 Electrical & Computing Engineering 11,734,823 2,879,409 3,094, ,274 18,096,961 2,030,000 16,066,961 1,121,000 14,945,961 Engineering Science 329, , , ,481 1,082,992 1,082,992 1,082,992 Environmental Engineering 88,121 50,116 31, ,340 35, , ,407 Mechanical Engineering 7,012,300 1,373,789 1,811,877 1,567, ,000 11,915,906 2,411,492 9,504, ,000 9,191,414 Metallurgy & Materials Science 2,473, , ,943 3,459, ,982 3,145, ,599 2,902,987 Total: Total, Academic Departments 33,941,259 8,028,614 9,044,326 2,905, ,000 54,069,666 5,980, , ,754 47,204,880 2,747,280 44,457,600 Page 1-47

51 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Other for the year ending April 30, 2009 Chemical Engineering 271, , , ,232 Electrical & Computer 558, , , ,222 Metallurgy and Material Science 123, , , ,272 Scan Elect Microscope 60,000 60,000 45,000 15,000 15,000 Total Other 1,012,726 1,012,726 45, ,726 15, ,726 Page 1-48

52 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support John H. Daniels Faculty of Architecture, Landscape & Design for the year ending April 30, 2009 Faculty General 3,770,482 1,168,106 1,048, , ,000 7,014,610 1,055,345 88,722 5,870, ,700 5,563,843 Centre for Urban & Community Studies 75,146 64,933 31,232 25, ,326 51, , ,426 City Centre 25,602 5, , , , ,000 Total John H. Daniels Faculty of Architechture, Landscape & Design 3,845,628 1,258,641 1,085,646 1,134, ,000 7,510,936 1,107,245 88,722 6,314, ,700 6,008,269 Page 1-49

53 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Information for the year ending April 30, 2009 General 2,800,285 1,833,604 1,095, , ,000 7,135,150 7, ,856 6,984,794 41,050 6,943,744 Continuing Education 139, ,947 40, , , , ,000 Adaptive Technology Resource Ctre 5,000 2,048, , ,810 2,681, ,281 2,224, , ,000 ITER 222,015 43,135 55, ,106 30, , ,127 Museum Studies 327, , ,358 51, ,265 76, , ,525 Total Information 3,271,379 4,388,598 1,716,707 1,637, ,000 11,513,068 7, ,856 2,224,266 8,926,446 1,429,177 7,497,269 Page 1-50

54 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Law for the year ending April 30, 2009 General 9,516,860 3,820,226 2,977,268 2,613, ,489 19,306, , ,379 1,407,373 16,289,908 3,382,098 12,907,810 Library 19, , ,765 1,129,941 2,310,099 2,310,099 58,000 2,252,099 Total Law 9,536,787 4,763,692 3,194,033 3,743, ,489 21,616, , ,379 1,407,373 18,600,007 3,440,098 15,159,909 Page 1-51

55 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Joseph L. Rotman School of Management for the year ending April 30, 2009 Dean's Office 20, ,677 68, , , , ,682 Asst. Dean's Office 608, , , , , ,832 Academic & Benefits 24,586,615 5,121,617 90,000 29,798,232 1,503,007 28,295,225 28,295,225 AIC Institute for Corporate Citizenship 45,000 10, , , , , ,362 Alumni Relations & Services 368,198 82, , , , ,345 45, ,345 Area Administrative Support 10, , , ,728 1,181,853 34,315 1,147,538 1,147,538 Building & Operations 288,337 64,876 3,270,988 3,624, ,000 3,260,201 5,000 3,255,201 Business Design Program 260,000 58, , , , , ,500 Business Information Centre 600, , ,897 1,182,699 10,000 1,172, , ,299 Centre for Canadian Business History 107, , , ,529 Centre for Health Sector Strategy 70,000 70,000 70,000 70,000 Centre for Innovation Accounting 100, , , ,000 Clarkson Centre for Ethics 136,659 30,749 82, , ,000 35,000 35,000 Collaborative for Health Sector Perform. 48,000 10, , , , ,000 Commerce Program 20,000 10,164 3,016 31,450 64,630 3,727 60,903 60,903 Computing ServIces 876, ,192 1,147,724 2,221,325 62,545 2,158,780 11,750 2,147,030 Development 418,367 94, , , , , ,192 Deficit Repayment 970, , , ,500 Executive Develop Prog 805,965 1,818, ,666 3,364,452 6,478,166 6,478,166 6,478,166 Executive MBA Program 756, , ,066 2,166,002 3,928,471 3,928,471 3,928,471 Page 1-52

56 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Executive Programs 220, , ,000 Finance Lab 89,011 20, , ,847 30, , ,500 71,347 Financial Aid, MBA Program 3,772,433 3,772,433 3,772,433 3,772,433 Fiancial Aid, Master of Finance 517, , , ,371 Financial Aid, Phd Program 1,738,932 1,738,932 1,738,932 1,738,932 Financial Services 475, ,892 38, ,468 10, , ,468 Funds Available 920, , , ,800 1,563,832 12,646,106-11,082,274 3,406,024-14,488,298 Industrial Research Assistance Program 30,648 3,065 62,287 96,000 96,000 96,000 Integrative Thinking, Centre fo 100,000 89,201 42, , , , ,371 International Business, Institute 31,055 6, , , ,000 International Centre for Pension Mgt. 526, , , ,000 Marketing & Communication 202,121 45, , , , ,319 40, ,319 Martin Prosperity Institute 145,000 60,465 46, ,305 1,100,000 1,100,000 1,100,000 Master of Finance 115,648 26, , , ,130 21, ,430 MBA Program 80,000 2,246, ,419 2,318,181 5,167,907 5,167, ,824 4,521,083 OMNIUM GEMBA 300, ,817 55, ,103 1,468,229 1,468,229 1,468,229 Policy Analaysis, Institute of 6,228 46,751 11,920 49, , , ,966 Ph.D. Program 91,969 20, , , , ,914 Special Events 321,862 72, ,735 1,159,016 55,000 1,104, , ,016 Women in Management 150,000 89,088 35, , , , ,727 Total Joseph L. Rotman School of Management 28,373,077 10,801,683 8,158,103 22,755,677 6,028,736 76,117,276 14,281,966 1,626,029 60,209,281 19,620,757 40,588,524 Page 1-53

57 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Music for the year ending April 30, 2009 Concert 34,500 3,450 4,000 41,950 41,950 35,000 6,950 Development 53,325 53,325 25,000 28,325 28,325 General 5,006,441 1,463,286 1,412, , ,000 9,036, , ,883 71,429 7,744, ,500 7,464,000 Library 657, ,370 45, , ,471 53, ,471 Opera 73,716 16,586 7,000 97,302 97,302 22,000 75,302 Performance 2,031, ,099 2,365,487 2,365,487 2,365,487 Production 71,000 71,000 71,000 71,000 Studio 3, ,500 15,625 15,625 15,625 Total Music 7,111,545 2,158,735 1,911, , ,000 12,528, , ,883 71,429 11,211, ,500 10,821,160 Page 1-54

58 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support OISE/UT for the year ending April 30, 2009 Additional Qualification Courses 2,186, , ,609 2,553,714 6,114,000 6,114,000 6,114,000 Child Study, Institute for (ICS) 1,329, , , ,018 10,000 2,555,226 2,500 94,594 2,458,132 2,250, ,117 OISE/UT 29,722,750 9,925,741 7,876,017 4,992,400 5,494,027 58,010,935 4,081,633 2,619, ,621 51,151,001 1,926,971 49,224,030 Total OISE/UT 33,238,492 11,332,597 8,666,913 7,938,132 5,504,027 66,680,161 4,084,133 2,714, ,621 59,723,133 10,290,986 49,432,147 Page 1-55

59 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Factor-Inwentash Faculty of Social Work for the year ending April 30, 2009 General 3,550, , ,241 1,572,243 1,000,000 8,056,162 11,422 88,578 7,956, ,000 7,131,162 Field Practicum 60,000 6,000 21,000 87,000 87,000 87,000 Continuing Education 55,333 38,307 14,195 42, , , ,000 1 Total Factor-Inwentash Faculty of Social Work 3,666, , ,436 1,635,409 1,000,000 8,293,163 11,422 88,578 8,193, ,000 7,218,163 Page 1-56

60 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Other Academic Costs for the year ending April 30, 2009 Academic Initiatives 3,315, ,960 6,989,917 11,051,253 11,051,253 11,051,253 Academic Services Initiatives 1,250, , ,444 2,084,694 2,084,694 2,084,694 Academic Reviews 225, , , ,307 Administrators on Leave 491, , , ,945 Campaign - Divisional 2,100,000 2,100,000 2,100,000 2,100,000 Canada Research Chairs 31,265,306 7,034,694 38,300,000 38,300,000 38,300,000 Facil. Renov.& Upgrades from Prog Plan 2,000,000 2,000,000 2,000,000 2,000,000 Faculty Recruitment 1,616, ,673 1,392,075 3,372,075 3,372,075 3,372,075 Fields Institute 776, , , , ,553 Graduate Expansion - Academic 6,157,617 6,157,617 6,157,617 6,157,617 Graduate Expension - Univ. Wide 2,900,000 2,900,000 2,900,000 2,900,000 Inform Tech Courseware 216, , , ,422 Inform Tech Initiatives & Upgrades 1,078, ,662 2,273,828 3,594,986 3,594,986 3,594,986 Joint Programs with Colleges 5,040,664 5,040,664 5,040,664 5,040,664 Non-Departmental Professors 62,645 14, , , , ,972 Overhead on Federal Research Grants Provost's Reserve & Contingency 1,281, ,281 3,555,469 5,125,000 5,125,000 5,125,000 3,794, ,822 1,676,020 6,324,606 6,324,606 6,324,606 Research Allowances 3,360,000 3,360,000 3,360,000 3,360,000 Page 1-57

61 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Research Overhead Reserve 8,279,496 8,279,496 8,279,496 8,279,496 Research Support 590, , , ,657 Residence Funding 1,860,000 1,860,000 1,860,000 1,860,000 Search Committees 100, , , ,152 Student Experience Fund 9,966,666 9,966,666 9,966,666 9,966,666 Transitional Funding 3,085, ,162 1,362,614 5,141,939 5,141,939 5,141,939 Total Other Academic Costs 45,898,193 1,343,895 10,518,783 61,533, ,294, ,294, , ,794,004 Page 1-58

62 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Academic Services for the year ending April 30, 2009 Libraries 791,881 31,260,670 6,652,328 31,346, ,051,507 2,237, ,605 1,270,048 65,987,617 2,529,415 63,458,202 University of Toronto Computing 6,091,816 1,367,534 1,723,981 9,183,331 1,315, ,421 7,683, ,330 7,440,075 Total Academic Services 791,881 37,352,486 8,019,862 33,070, ,234,838 3,552, ,026 1,270,048 73,671,022 2,772,745 70,898,277 Page 1-59

63 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Libraries for the year ending April 30, 2009 St. George Libraries 416,663 25,626,532 5,347,484 27,352,504 58,743,183 2,016, ,551 1,270,048 54,942,688 2,415,115 52,527,573 UTM Libraries 11,500 2,481, ,048 1,637,506 4,671,822 4,671,822 55,000 4,616,822 UTSC Libraries 363,718 3,152, ,796 2,356, ,636, ,341 43,054 6,373,107 59,300 6,313,807 Total Libraries 791,881 31,260,670 6,652,328 31,346, ,051,507 2,237, ,605 1,270,048 65,987,617 2,529,415 63,458,202 Page 1-60

64 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support St. George Libraries for the year ending April 30, 2009 Chief Librarian's Office 373, , ,922 2,245,614 3,562,634 25,000 3,537,634 1,230,099 2,307,535 Reader Services Area 20,000 10,016,410 2,004, ,823 12,369,928 2, , ,382 12,054, ,905 11,912,863 Rare Books and Archives 7,500 1,462, ,394 27,845 1,823,536 1,823,536 1,823,536 Collection Devel. & Preservation Area 10,000 2,148, ,746 23,009,936 25,654, ,369 25,088,185 25,000 25,063,185 Other 6,000 11,235,518 2,350,727 1,740,286 15,332,531 1,423, ,773 1,065,666 12,438,565 1,018,111 11,420,454 Total St. George Libraries 416,663 25,626,532 5,347,484 27,352,504 58,743,183 2,016, ,551 1,270,048 54,942,688 2,415,115 52,527,573 Page 1-61

65 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Reader Services Area for the year ending April 30, 2009 Access & Information Services 3,000 2,232, ,568 1,363 2,631,282 2,631,282 2,631,282 Dentistry Library 194,374 39, , , ,449 Earth Sciences Library 229,157 44, , , ,183 East Asian Library 3,000 1,043, , ,257,868 1,257,868 67,000 1,190,868 Engineering Library 668, , , , ,715 Canada Hong Kong Library 165,440 29,904 6, , ,994 74, ,089 Mathematical Science 82,742 18, , , ,434 Media Commons 3, , , , ,722 2, , ,722 Reference Department 3,000 1,956, ,368 1,101 2,373,393 52,489 2,320,904 2,320,904 Resource Sharing 3, , , ,604 56,289 56, , ,026 Gerstein Science Information Centre 5,000 2,347, ,589 1,670 2,841, ,093 2,693,191 2,693,191 Total Reader Services Area 20,000 10,016,410 2,004, ,823 12,369,928 2, , ,382 12,054, ,905 11,912,863 Page 1-62

66 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Rare Books and Archives for the year ending April 30, 2009 Archives 438,944 95,891 27, , , ,030 Rare Book Library 7,500 1,023, , ,261,506 1,261,506 1,261,506 Total Rare Books and Archives 7,500 1,462, ,394 27,845 1,823,536 1,823,536 1,823,536 Page 1-63

67 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Collection Devel. & Preservation Area for the year ending April 30, 2009 Acquisitions - Print & Non-Print 22,768,551 22,768,551 22,768,551 22,768,551 Collection Department 10,000 1,834, ,978 26,260 2,285,585 2,285,585 25,000 2,260,585 Preservation Services 314,525 70, , , ,369 34,049 34,049 Total Collection Devel. & Preservation Area 10,000 2,148, ,746 23,009,936 25,654, ,369 25,088,185 25,000 25,063,185 Page 1-64

68 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Other for the year ending April 30, 2009 Administrative Services 1,414, ,168 18,678 1,750,923 1,750,923 1,750,923 Cataloging In Publication Project 261,150 47, , , , ,000 Downsview Library 435,290 69,531 45, , , ,381 Information & Technology Services 2,125, ,307 1,405 2,605, ,002 2,323,518 2,323,518 Information Commons 1,976, , ,033 3,267, ,534 2,369, ,450 1,860,289 OCUL - Digital Library 701, , , , , , ,000 OISE/UT Library 3,000 1,080, ,514 4,855 1,321,421 1,321,421 68,661 1,252,760 RCAT 655, ,636 39, ,877 10, ,877 55, , Hour Service 174,263 39,209 36, , , ,000 Technical Services 3,000 2,066, , ,983 2,823,275 30,569 2,792, ,000 2,557,706 T-Card Office 345,511 59, , , , ,773 50,000 50,000 Total Other 6,000 11,235,518 2,350,727 1,740,286 15,332,531 1,423, ,773 1,065,666 12,438,565 1,018,111 11,420,454 Page 1-65

69 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support University of Toronto Computing for the year ending April 30, 2009 Computing and Networking Services 6,091,816 1,367,534 1,723,981 9,183,331 1,315, ,421 7,683, ,330 7,440,075 Total University of Toronto Computing 6,091,816 1,367,534 1,723,981 9,183,331 1,315, ,421 7,683, ,330 7,440,075 Page 1-66

70 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Campus and Student Services for the year ending April 30, 2009 St. George Campus & Student Services 10,531,048 2,116,382 3,988,462 16,635, ,588 1,393, ,626,135 14,150, ,400 UTM Campus & Student Services UTSC Campus & Student Services 100,000 3,664, ,559 5,312,442 15,000 9,760, ,731 9,571,827 8,873, ,627 30,350 3,719, ,481 3,121,910 7,648, ,188 6,937,098 6,410, ,003 Total Campus and Student Services 130,350 17,915,150 3,561,422 12,422,814 15,000 34,044,736 1,515,507 1,393, ,135,060 29,434,030 1,701,030 Page 1-67

71 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support St. George Campus & Student Services for the year ending April 30, 2009 Career Centre 1,577, , ,384 2,098,746 2,098, ,650 1,993,096 Counseling & Learning Skills 782, ,715 28, , , ,111 First Nations House 402,262 88,109 33, ,310 17,274 62, , ,310 Health Services 1,131, , ,108 2,098,958 2,098,958 1,283, ,417 Housing Service 409,179 86,465 56, ,232 4, , , , ,101 International Student Centre 668, , , ,299 1, , ,676 62, ,176 Psychiatric Services 1,626, ,929 83,970 1,887,556 1,887,556 1,016, ,556 Services for Students with Disabilities 989, , ,338 1,411,000 1,411,000 1,411,000 Office of Student Affairs 2,943, ,253 2,565,302 6,149, , ,064 4,570,527 10,167,894-5,597,367 Total St. George Campus & Student Services 10,531,048 2,116,382 3,988,462 16,635, ,588 1,393, ,626,135 14,150, ,400 Page 1-68

72 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Student Assistance for the year ending April 30, 2009 St. George Student Assistance 2,543, ,377 31,208 89,244,835 92,074,187 92,074,187 1,900,000 90,174,187 UTM Student Assistance 225, , , ,000 UTSC Student Assistance 186, , , ,000 Total Student Assistance 2,543, ,377 31,208 89,655,835 92,485,187 92,485,187 1,900,000 90,585,187 FOR INFORMATION: Other Student Assistance in the Divisions: Arts and Science 18,732,180 Innis College 33,000 New College 226,000 University College 84,000 UTM Academic 75,000 UTSC Academic 100,000 Graduate Centres and Institutes 931,431 Dentistry 242,944 Medicine 5,848,328 Lawrence Bloomberg Faculty of Nursing 434,000 Leslie Dan Faculty of Pharmacy 310,848 Physical Education and Health 582,000 Applied Science and Engineering 4,895,415 John H. Daniels Faculty of Architecture, Landscape & Design 187,000 Forestry 380,800 Information 499,000 Law 378,489 Joseph L. Rotman School of Management 6,028,736 Music 532,000 OISE/UT 5,504,027 Factor-Inwentash Faculty of Social Work 1,000,000 UTM Other 15,000 UTSC Other 6,100 47,026,298 47,026,298 47,026,298 47,026,298 Grand Total: Student Assistance 2,543, ,377 31, ,682, ,511, ,511,485 1,900, ,611,485 Page 1-69

73 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support St. George Student Assistance for the year ending April 30, 2009 Aim for the Top Scholarships 5,400,000 5,400,000 5,400,000 5,400,000 Undergraduate Student Assistance/Awards 2,543, ,377 31,208 4,834,059 7,663,411 7,663,411 1,900,000 5,763,411 Graduate Student Assistance 1,017,431 1,017,431 1,017,431 1,017,431 Graduate Student Assistance - Central 390, , , ,393 Ontario Graduate Scholarships 6,100,000 6,100,000 6,100,000 6,100,000 OSOTF Matching 1,500,000 1,500,000 1,500,000 1,500,000 Ont Grad Sch in Sc & Tech 2,600,000 2,600,000 2,600,000 2,600,000 Student Aid Reinvestment 31,431,692 31,431,692 31,431,692 31,431,692 Student Aid Reinvestment - Int'l 3,071,260 3,071,260 3,071,260 3,071,260 Student Aid Funded from Restricted Fds 32,900,000 32,900,000 32,900,000 32,900,000 Total St. George Student Assistance 2,543, ,377 31,208 89,244,835 92,074,187 92,074,187 1,900,000 90,174,187 Page 1-70

74 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Facilities & Services for the year ending April 30, 2009 Maintenance and Services 40,755,272 8,992,862 44,112,843 93,860,977 12,935,835 10,766,937 70,158,205 2,294,212 67,863,993 Total Facilities & Services 40,755,272 8,992,862 44,112,843 93,860,977 12,935,835 10,766,937 70,158,205 2,294,212 67,863,993 Page 1-71

75 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Maintenance and Services for the year ending April 30, 2009 St. George Maintenance and Services 32,795,893 7,254,499 37,174,188 77,224,580 10,073,441 10,479,699 56,671,440 2,206,803 54,464,637 UTM Maintenance and Services 3,144, ,669 3,101,341 6,945, , ,238 5,918,253 3,500 5,914,753 UTSC Maintenance and Services 4,815,296 1,038,694 3,837,314 9,691,304 2,122,792 7,568,512 83,909 7,484,603 Total Maintenance and Services 40,755,272 8,992,862 44,112,843 93,860,977 12,935,835 10,766,937 70,158,205 2,294,212 67,863,993 Page 1-72

76 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support St. George Maintenance and Services for the year ending April 30, 2009 Building Cost (excluding Utilities) 24,297,700 5,389,003 24,934,884 54,621,587 2,612,539 8,862,242 43,146,806 1,422,173 41,724,633 Services and General s 8,498,193 1,865,496 12,239,304 22,602,993 7,460,902 1,617,457 13,524, ,630 12,740,004 Total St. George Maintenance & Services 32,795,893 7,254,499 37,174,188 77,224,580 10,073,441 10,479,699 56,671,440 2,206,803 54,464,637 Page 1-73

77 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Building Cost (excluding Utilities) for the year ending April 30, 2009 Direct Building Costs (excl Util) 21,927,279 4,855,661 23,403,460 50,186,400 1,731,395 8,008,982 40,446, ,316 40,093,707 Central Building Services (excl Util) 2,370, ,342 1,531,424 4,435, , ,260 2,700,783 1,069,857 1,630,926 Total Building Cost (excluding Utilities) 24,297,700 5,389,003 24,934,884 54,621,587 2,612,539 8,862,242 43,146,806 1,422,173 41,724,633 Page 1-74

78 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Direct Building Costs (excluding Utilities) for the year ending April 30, 2009 Cleaning 10,767,484 2,421,495 2,205,729 15,394, ,989 14,464,719 2,000 14,462,719 Deferred Maintenance 9,336,973 9,336,973 9,336,973 9,336,973 Maintenance - Elevator 387,607 87, , , , ,057 Maintenance - Electric 990, ,458 1, ,910 24, ,359 Maintenance - Fabric 1,345, ,335 4,503,464 6,150, ,994 5,697,135 68,000 5,629,135 Maintenance - Mechanical 3,798, ,717 5,448,425 10,101, , ,205 9,208, ,765 8,950,467 Trades 5,628,114 1,190, ,173 7,462,189 60,415 7,401, Total Direct Building Costs (excluding Utilities) 21,927,279 4,855,661 23,403,460 50,186,400 1,731,395 8,008,982 40,446, ,316 40,093,707 Page 1-75

79 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Central Building Services (excluding Utilities) for the year ending April 30, 2009 Asbestos 119,049 26, , ,221 71, , ,381 Central Control & Monitoring 441,373 99, , , , ,086 Central Electrical Distribution 127,681 28, , , , ,287 56, ,991 Central Heat Distribution 120,918 27, , , , ,606 Central Steam Plant 1,463, , ,172 2,220, , ,309 1,011,423 1,013,561-2,138 Sustainability Office 98,050 22, , ,111 Total Central Building Services (excl Util) 2,370, ,342 1,531,424 4,435, , ,260 2,700,783 1,069,857 1,630,926 Page 1-76

80 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Services and General s for the year ending April 30, 2009 Administration 1,135, ,984 1,601,269 3,028, ,136 2,800,335 2,800,335 Assistant V.P. - Operation & Services 577, ,841 29, , , ,890 Campus Mail Services 356,107 73, , ,906 14, , , ,233 Campus Services 746, , ,096 1,201,913 1,164,067 37,846 37,846 Fire Protection 588, ,465 1,118,027 1,839, ,873 1,661,351 1,661,351 Grounds 1,018, , ,776 1,913,089 94,500 1,818,589 1,818,589 Protective Services - Police 3,289, , ,846 4,736, , ,390 3,984,605 88,528 3,896,077 Telecommunications 457, ,025 6,375,302 6,936,214 6,381, , , ,702 Recycling & Waste Management Services 329,087 67,250 1,160,944 1,557, ,625 1,290,656 93,675 1,196,981 Total Services and General s 8,498,193 1,865,496 12,239,304 22,602,993 7,460,902 1,617,457 13,524, ,630 12,740,004 Page 1-77

81 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Utilities for the year ending April 30, 2009 St. George Utilities 95,201 21,420 51,843,401 51,960,022 6,263,798 45,696,224 3,354,849 42,341,375 UTM Utilities 5,734,708 5,734,708 1,690,815 4,043,893 36,357 4,007,536 UTSC Utilities 3,850,384 3,850,384 3,850,384 3,850,384 Total Utilities 95,201 21,420 61,428,493 61,545,114 7,954,613 53,590,501 3,391,206 50,199,295 Page 1-78

82 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support St. George Utilities for the year ending April 30, 2009 Chilled Water 227, , , ,707 Co-Generation 95,201 21,420 3,411,553 3,528, ,047 3,350, ,000 3,040,127 Heat Recovery Systems 747, , , , ,995 Gas 15,445,819 15,445,819 15,445,819 15,445,819 Hydro 21,053,431 21,053,431 21,053,431 21,053,431 Oil 448, , , ,793 Purchased Steam 2,342,947 2,342,947 2,342,947 2,342,947 Water 2,863,606 2,863,606 2,863,606 2,863,606 Energy Management Init. & Debt Financing 2,540,201 2,540,201 56,210 2,483,991 2,483,991 Renewal of Capital Infrastructure 2,699,798 2,699, ,798 2,250,000 2,250,000 Other Utility Costs 61,869 61,869 75,015-13,146-13,146 Revenue 5,307,046-5,307,046 3,044,849-8,351,895 Total St. George Utilities 95,201 21,420 51,843,401 51,960,022 6,263,798 45,696,224 3,354,849 42,341,375 Page 1-79

83 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Administration for the year ending April 30, 2009 St. George Administration 3,172,437 57,470,561 13,209,330 23,636,205 97,488,533 5,783,164 6,294, ,504 85,099,634 11,221,527 73,878,107 UTM Administration 1,730,709 7,943,266 2,128,514 7,716,597 19,519,086 4,696,952 51,022 14,771, ,512 14,204,600 UTSC Administration 285,585 4,259,342 1,008,696 6,111,131 6,000 11,670, ,967 11,161,787 1,602,110 9,559,677 Total Administration 5,188,731 69,673,169 16,346,540 37,463,933 6, ,678,373 10,989,083 6,345, , ,032,533 13,390,149 97,642,384 Page 1-80

84 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support St. George Administration for the year ending April 30, 2009 Governing Council 2,340, , ,853 3,689, ,200 10,000 30,694 3,518, ,637 3,350,561 President's Office 392, , , ,418 1,139,602 1,139,602 1,139,602 Other Institutional Costs 302,558 67, ,577 1,294,925 1,294,925 1,294,925 Vice President & Provost 1,216,571 13,859,823 3,288,681 7,986,659 26,351,734 2,282, ,070 23,868,500 4,115,000 19,753,500 VP Research 272,585 5,670,261 1,336,393 1,500,621 8,779,860 81,293 8,698, ,350 8,593,217 Division of University Advancement VP Human Resources & Equity 294,585 9,409,079 2,092,734 5,155,096 16,951, , ,283 37,418 16,199,990 2,736,650 13,463, ,483 10,164,100 2,183,367 2,090,073 14,804,023 1,836,794 1,302,572 11,664,657 2,103,608 9,561,049 VP University Relations 351,335 3,011, ,451 1,332,395 5,445,578 4,500 5,441, ,500 5,288,578 VP Business Affairs 278,778 12,288,788 2,794,146 3,670,513 19,032, ,703 4,521, ,392 13,274,117 1,840,782 11,433,335 Total St. George Administration 3,172,437 57,470,561 13,209,330 23,636,205 97,488,533 5,783,164 6,294, ,504 85,099,634 11,221,527 73,878,107 Page 1-81

85 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Governing Council for the year ending April 30, 2009 Governing Council, Office of the 1,294, , ,663 2,261, ,200 10,000 30,694 2,090,873 29,000 2,061,873 Freedom of Info. Protect Privacy Office 168,940 38,012 71, , , ,196 Audit 752, ,325 57, , , , ,156 Ombudsperson, Office of the 124,462 23,837 21, , , ,336 Total Governing Council 2,340, , ,853 3,689, ,200 10,000 30,694 3,518, ,637 3,350,561 Page 1-82

86 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Vice President & Provost for the year ending April 30, 2009 VP and Provost, Office of the 622, , , ,987 1,871,971 85,031 49,621 1,737,319 1,737,319 Academic, Office of the Vice Provost Campus & Facilities Planning, Asst. VP Planning and Budget, Office of the Vice Provost 196, , ,150 61,337 1,120,710 1,120,710 1,120,710 2,244, ,451 1,342,523 4,051, ,600 99,742 3,227, ,000 2,454, ,290 1,543, ,672 38,457 2,236,562 51,707 2,184,855 2,184,855 Strategic Computing 318,796 67,979 51, , , ,537 Students, Vice Provost 8,038,161 1,770,312 6,249,098 16,057,571 1,465,000 14,592,571 3,342,000 11,250,571 Teaching Advancement, Office of 142, ,377 81,891 60, ,576 7, , ,043 Total Vice President & Provost 1,216,571 13,859,823 3,288,681 7,986,659 26,351,734 2,282, ,070 23,868,500 4,115,000 19,753,500 Page 1-83

87 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Students, Vice Provost for the year ending April 30, 2009 Admissions & Awards 3,889, ,623 1,758,632 6,500, ,000 5,600, ,000 4,910,690 International Student Exch.Office 296,229 66,502 25, , , ,246 Recruitment and Retention 934, , , ,796 Student Access Systems 2,500,000 2,500,000 2,500,000 2,500,000 Student Information Systems 2,987, , ,123 3,848, ,000 3,283,481 32,000 3,251,481 Student Recruitment 790, , ,218 1,312,044 1,312,044 1,312,044 Student Recruitment - International 426, , , ,538 University Registrar 75,000 12,500 59, , , ,000 26,776 Total Students, Vice Provost 8,038,161 1,770,312 6,249,098 16,057,571 1,465,000 14,592,571 3,342,000 11,250,571 Page 1-84

88 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support VP Research for the year ending April 30, 2009 Ethical Review 1,335, ,550 55,000 1,691,328 1,691,328 1,691,328 Innnovations 1,697, ,960 1,126,346 3,205,902 3,205, ,350 3,100,552 Research Services (ORS) 1,408, , ,629 1,867,834 81,293 1,786,541 1,786,541 Vice-President Research, Office of the 272,585 1,227, , ,646 2,014,796 2,014,796 2,014,796 Total VP Research 272,585 5,670,261 1,336,393 1,500,621 8,779,860 81,293 8,698, ,350 8,593,217 Page 1-85

89 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Division of University Advancement for the year ending April 30, 2009 Alumni and Development 8,246,096 1,764,780 3,972,591 13,983, , ,283 37,418 13,231, ,500 12,821,463 Marketing & Licensing 428,252 96,357 1,132,505 1,657,114 1,657,114 2,326, ,036 VP & Chief Advancement Officer, Office of the 294, , ,597 50,000 1,310,913 1,310,913 1,310,913 Total Division of University Advancement 294,585 9,409,079 2,092,734 5,155,096 16,951, , ,283 37,418 16,199,990 2,736,650 13,463,340 Page 1-86

90 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support VP Human Resources & Equity for the year ending April 30, 2009 VP Human Resources & Equity 366,483 10,164,100 2,183,367 2,090,073 14,804,023 1,836,794 1,302,572 11,664,657 2,103,608 9,561,049 Total VP Human Resources & Equity 366,483 10,164,100 2,183,367 2,090,073 14,804,023 1,836,794 1,302,572 11,664,657 2,103,608 9,561,049 Page 1-87

91 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support VP Human Resources & Equity for the year ending April 30, 2009 Early Learning Centre 1,558, , ,445 2,097,608 2,097,608 2,097,608 Employment & Staff Development 3,119, , ,781 4,188,796 40, ,435 3,769,361 3,769,361 Environmental Health & Safety (incl EHS Fd) 1,003, , ,028 2,041,703 2,041,703 2,041,703 Family Care 239,765 53,663 22, ,028 25, ,925 Health & Wellbeing 506, ,892 95, , , , ,100 Labour Relations 623, ,249 35, , , , ,651 LGBTQ 124,726 28,063 10, , ,519 44,614 6,000 38,614 Race Relations 92,716 20,861 23, , , ,498 UTemp 1,443, , ,811 1,771,691 1,771,691 Sexual Harassment 171,901 38,678 9, , , ,870 Status of Women 91,576 91,740 41,247 11, , , ,551 VP Human Resources & Equity, Office of the 274,907 1,188, , ,634 2,119,701 2,119,701 2,119,701 Total VP Human Resources & Equity 366,483 10,164,100 2,183,367 2,090,073 14,804,023 1,836,794 1,302,572 11,664,657 2,103,608 9,561,049 Page 1-88

92 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support VP University Relations for the year ending April 30, 2009 VP Univ. Relations 351, , , ,895 1,365,520 1,365,520 1,365,520 Govt, Inst & Community Relat'ns, Asst VP 716, , ,000 1,027,679 1,027,679 1,027,679 International Relations, Asst. VP 447, , , , , ,316 Strategic Communications 1,517, , ,000 2,353,063 4,500 2,348, ,500 2,196,063 Total VP University Relations 351,335 3,011, ,451 1,332,395 5,445,578 4,500 5,441, ,500 5,288,578 Page 1-89

93 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support VP Business Affairs for the year ending April 30, 2009 VP Business Affairs, Office of the 278, , , , , , ,529 Chief Financial Officer, Office of 239,932 53,985 3, , , ,929 Chief Real Estate Officer, Office of 3,960, , ,366 5,090, ,101 3,730, , ,213 Financial Services Department 2,787, , ,261 3,684,686 67,863 3,616,823 2,650 3,614,173 Administrative Management Systems 3,022, ,731 1,004,913 4,699, ,000 4,377,269 3,000 4,374,269 Insurance Administration 220,164 49,537 19, , ,265 25, ,265 Procurement Services 1,029, , ,535 1,583, ,529 1,407, ,000 1,207,802 Real Estate Operations 175,395 39,464 1,395,273 1,610,132 1,610,132 1,610,132 Residence, Food & Beverage Services 645, , , , , ,495 77,155 77,155 Total VP Business Affairs 278,778 12,288,788 2,794,146 3,670,513 19,032, ,703 4,521, ,392 13,274,117 1,840,782 11,433,335 Page 1-90

94 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support General University for the year ending April 30, 2009 Alterations & Renovations 219, , , ,160 Lease cost of off campus space 1,085,327 1,085,327 1,085,327 1,085,327 President GU 3,758,015 3,758,015 3,758,015 3,758,015 Vice Provost Planning & Budget GU Vice President Human Resources GU Vice President Business Affairs GU 128,326 3,653, ,100 18,312,209 22,875,923 3,879,350 18,996,573 18,996, ,325 27,368,751 3,292,260 31,644,336 31,644,336 31,644,336 1,679,343 1,679,343 1,679,343 1,679,343 Total General University 128,326 4,636,613 28,150,851 28,346,314 61,262,104 3,879,350 57,382,754 57,382,754 Page 1-91

95 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support President GU for the year ending April 30, 2009 Administrative Priorities-Base 1,261,485 1,261,485 1,261,485 1,261,485 COPC Contingency 1,485,000 1,485,000 1,485,000 1,485,000 Membership - AUCC 241, , , ,506 Membership - COU 688, , , ,664 Memberships - Other Associations 81,360 81,360 81,360 81,360 Total President GU 3,758,015 3,758,015 3,758,015 3,758,015 Page 1-92

96 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Vice Provost Planning & Budget GU for the year ending April 30, 2009 Academic Professional Exp.Reimbursement Academic Recruitment & Retention Fund 90,000 90,000 90,000 90, , , , ,326 Debt Service 18,222,209 18,222,209 18,222,209 18,222,209 Provision for Sal., Wage & Benefit Incre Recovery - Academic Programs Overhead 3,653, ,100 4,435,388 4,435,388 4,435,388 3,879,350-3,879,350-3,879,350 Total Vice Provost Planning & Budget GU 128,326 3,653, ,100 18,312,209 22,875,923 3,879,350 18,996,573 18,996,573 Page 1-93

97 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Vice President Human Resources GU for the year ending April 30, Year Award 29,012 29,012 29,012 29,012 CUPE 3902 Negotiations 43, , , , ,150 Employer Health Tax on taxable Benefits 34,000 34,000 34,000 34,000 Joint Membership 19,714 19,714 19,714 19,714 EHS Training & Release Time 32,000 32,000 32,000 32,000 Legal Fees 2,243,820 2,243,820 2,243,820 2,243,820 Pension Consulting 60,000 60,000 60,000 60,000 Pension Deficit Amortization 27,300,000 27,300,000 27,300,000 27,300,000 Salary Anomalies - Administrative 108, , , ,665 UTFA Negotiations 67,000 15, , , , ,037 UTFA Release Time 382, , , ,928 USWA Negotiations 15,000 15,000 15,000 15,000 USWA Release Time 764, , , ,010 Total Vice President Human Resources GU 983,325 27,368,751 3,292,260 31,644,336 31,644,336 31,644,336 Page 1-94

98 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Vice President Business Affairs GU for the year ending April 30, 2009 Audit Fees 149, , , ,343 Banking Fees 130, , , ,000 Insurance 1,400,000 1,400,000 1,400,000 1,400,000 Total Vice President Business Affairs GU 1,679,343 1,679,343 1,679,343 1,679,343 Page 1-95

99 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support University of Toronto at Mississauga for the year ending April 30, 2009 Academic 39,216,727 5,714,670 9,432,711 3,432,239 75,000 57,871, , ,216 98,485 56,401, ,480 56,148,656 Academic Services - Library 11,500 2,481, ,048 1,637,506 4,671,822 4,671,822 55,000 4,616,822 Administration 1,730,709 7,943,266 2,128,514 7,716,597 19,519,086 4,696,952 51,022 14,771, ,512 14,204,600 Campus and Student Services 100,000 3,664, ,559 5,312,442 15,000 9,760, ,731 9,571,827 8,873, ,627 Maintenance and Services 3,144, ,669 3,101,341 6,945, , ,238 5,918,253 3,500 5,914,753 Student Assistance 225, , , ,000 Utilities 5,734,708 5,734,708 1,690,815 4,043,893 36,357 4,007,536 Total University of Toronto at Mississauga 41,058,936 22,948,344 13,470,501 26,934, , ,727,614 8,267, ,476 98,485 95,603,043 9,787,049 85,815,994 Page 1-96

100 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Academic for the year ending April 30, 2009 Academic General 3,762, , , ,946 6,247,444 25,500 6,221,944 25,500 6,196,444 Humanities 7,359, ,324 1,698, ,600 9,981, ,000 28,382 98,485 9,654,924 50,500 9,604,424 Communications and Culture, Institute of 1,754, , , ,384 2,974,686 10, ,365 2,830,321 31,000 2,799,321 Sciences 11,726,722 2,143,713 2,926, ,097 30,000 17,650, ,200 72,950 16,935,689 13,000 16,922,689 Social Sciences 12,352,498 1,423,130 2,912, ,917 20,000 17,185,637 73, ,519 16,927,308 84,480 16,842,828 Summer Courses 1,105, ,970 1,293,423 1,293,423 1,293,423 MMPA/DIFA 1,155, , , ,295 25,000 2,537,527 2,537,527 48,000 2,489,527 Total Academic 39,216,727 5,714,670 9,432,711 3,432,239 75,000 57,871, , ,216 98,485 56,401, ,480 56,148,656 Page 1-97

101 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Administration for the year ending April 30, 2009 Principal's Office 1,730, , ,274 6,295,675 9,409,021 4,202,898 5,206,123 43,500 5,162,623 Advancement 544, , , , , , ,648 Business Services 785, ,399 29, ,665 6, ,665 73, ,896 Computing and Other Services 1,891, , ,700 2,913, ,000 2,721, ,000 2,620,503 Copy Centre and Mail 186,382 40, , , , , , ,427 Environmental Affairs Office 44,376 7,888 10,000 62,264 7,454 54,810 54,810 Human Resource Services 471, ,646 22, , , ,926 Police 993, ,982 65,181 1,279,416 1,279,416 15,000 1,264,416 Registrar 2,204, , ,555 2,924,366 60,000 51,022 2,813, ,993 2,628,351 Total Administration 1,730,709 7,943,266 2,128,514 7,716,597 19,519,086 4,696,952 51,022 14,771, ,512 14,204,600 Page 1-98

102 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Campus and Student Services for the year ending April 30, 2009 Athletics 1,559, ,746 3,039,967 4,851,890 5,000 4,846,890 4,846,890 Career Centre 810, , ,056 1,209,639 1,209,639 1,209,639 Child Care 28,962 15,000 43,962 43,962 43,962 Health Services 684, ,412 70, ,480 45, , ,480 Student Services (incl. AccessAbility) 100, , , ,565 1,699, ,731 1,560, , ,627 St. George Bus 42,145 4,215 1,031,001 1,077,361 1,077,361 1,077,361 Total Campus and Student Services 100,000 3,664, ,559 5,312,442 15,000 9,760, ,731 9,571,827 8,873, ,627 Page 1-99

103 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Maintenance and Services for the year ending April 30, 2009 Campus Infrastructure 1,199, ,496 1,325,410 2,787, ,867 2,282,022 2,282,022 Buildings & Grounds (incl. Dir's. Office) 1,944, ,173 1,775,931 4,157, , ,238 3,636,231 3,500 3,632,731 Total Maintenance and Services 3,144, ,669 3,101,341 6,945, , ,238 5,918,253 3,500 5,914,753 Page 1-100

104 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support University of Toronto at Scarborough for the year ending April 30, 2009 Academic 36,053,160 5,352,916 8,565,711 14,797, ,000 64,869,497 1,068, , ,897 62,675,227 4,340,724 58,334,503 Academic Services - Library 363,718 3,152, ,796 2,356, ,636, ,341 43,054 6,373,107 59,300 6,313,807 Administration 285,585 4,259,342 1,008,696 6,111,131 6,000 11,670, ,967 11,161,787 1,602,110 9,559,677 Campus & Student Services 30,350 3,719, ,481 3,121,910 7,648, ,188 6,937,098 6,410, ,003 Maintenance and Services 4,815,296 1,038,694 3,837,314 9,691,304 2,122,792 7,568,512 83,909 7,484,603 Student Assistance 186, , , ,000 Utilities 3,850,384 3,850,384 3,850,384 3,850,384 Total University of Toronto at Scarborough 36,732,813 21,299,469 12,153,378 34,074, , ,552,727 4,631, , ,897 98,752,115 12,496,138 86,255,977 Page 1-101

105 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Academic for the year ending April 30, 2009 Management and Economics 5,841, ,230 1,359, ,447 8,098,176 27,500 8,070,676 10,750 8,059,926 Humanities 5,973, ,527 1,398,096 92,421 7,709, , ,248 71,427 7,339,649 7,339,649 Social Sciences 4,940, ,825 1,091,108 62,634 6,320,631 44, , ,151 5,882,604 5,882,604 Biological Sciences 2,359, , , ,135 3,895,877 44, ,390 3,449,487 51,000 3,398,487 Mathematical Sciences 4,098, , ,889 76,475 5,235, ,429 5,163, ,162,997 Psychological Sciences 2,940, , ,420 38,331 3,909,718 3,000 3,906,718 3,906,718 Physical Sciences (incl. Co-op) 3,252,837 1,137, ,099 1,175,338 6,508, ,333 6,041,956 18,800 6,023,156 Academic General 6,626,065 1,687,397 1,463,442 13,008, ,000 22,885, ,469 22,514,900 4,259,574 18,255,326 Academic Support Services 20, ,062 52,614 19, , , ,640 Total Academic 36,053,160 5,352,916 8,565,711 14,797, ,000 64,869,497 1,068, , ,897 62,675,227 4,340,724 58,334,503 Page 1-102

106 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Management and Economics for the year ending April 30, 2009 Management & Economics General 5,841, ,230 1,359, ,447 8,098,176 27,500 8,070,676 10,750 8,059,926 Total Management & Economics 5,841, ,230 1,359, ,447 8,098,176 27,500 8,070,676 10,750 8,059,926 Page 1-103

107 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Humanities for the year ending April 30, 2009 Classics 7, ,062 8,062 8,062 History 100,564 22, ,191 71,427 51,764 51,764 Humanities General 5,865, ,527 1,374,736 92,421 7,578, , ,248 7,279,823 7,279,823 Total Humanities 5,973, ,527 1,398,096 92,421 7,709, , ,248 71,427 7,339,649 7,339,649 Page 1-104

108 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Social Sciences for the year ending April 30, 2009 Anthropology 154,275 34, , ,722 23,265 23,265 International Development Studies (IDS) 121,793 27, ,196 71,429 77,767 77,767 Social Sciences General 4,096, , ,226 62,634 5,358,007 44, ,776 5,157,131 5,157,131 Sociology 567,674 56, , , ,441 Total Social Sciences 4,940, ,825 1,091,108 62,634 6,320,631 44, , ,151 5,882,604 5,882,604 Page 1-105

109 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Biological Sciences for the year ending April 30, 2009 Biology 2,359, , , ,135 3,895,877 44, ,390 3,449,487 51,000 3,398,487 Total Biological Sciences 2,359, , , ,135 3,895,877 44, ,390 3,449,487 51,000 3,398,487 Page 1-106

110 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Mathematical Sciences for the year ending April 30, 2009 Mathematics 129,263 29, ,347 71,429 86,918 86,918 Computer Science 3,969, , ,805 76,475 5,077, ,076, ,076,079 Total Mathematical Sciences 4,098, , ,889 76,475 5,235, ,429 5,163, ,162,997 Page 1-107

111 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Physical Sciences (incl. Co-op) for the year ending April 30, 2009 Astronomy 440,044 4,545 63, , , ,547 Environmental Science 204,793 88,507 60,030 1,042,508 1,395, , , ,840 Physical Sciences Co-op 565, ,988 90, , , ,971 Physical Sciences General 2,608, , ,223 42,527 3,820,933 61,335 3,759,598 18,800 3,740,798 Total Physical Sciences (incl. Co-op) 3,252,837 1,137, ,099 1,175,338 6,508, ,333 6,041,956 18,800 6,023,156 Page 1-108

112 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Academic General for the year ending April 30, 2009 Academic General 2,347,652 1,068, ,521 3,863,304 8,013,601 8,013,601 25,000 7,988,601 Academic Initiative Fund 1,195,000 1,195,000 1,195,000 1,195,000 Dean's Office 35, ,452 61,227 45, , , ,851 Other Academic 3,886, , ,743 7,893, ,000 12,889,365 36,836 12,852,529 4,234,574 8,617,955 Cultural Affairs 2, ,090 14,060 14,060 14,060 Deregulated Fees 356,811 35, , ,633 58,859 58,859 Total Academic General 6,626,065 1,687,397 1,463,442 13,008, ,000 22,885, ,469 22,514,900 4,259,574 18,255,326 Page 1-109

113 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Academic Support Services for the year ending April 30, 2009 Academic Services Office 20, ,945 31,488 6, , , ,385 Cultural Affairs ,013 9,453 9,453 9,453 Leigha Lee Brown Theatre 93,717 21,086 3, , , ,802 Total Academic Support Services 20, ,062 52,614 19, , , ,640 Page 1-110

114 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Administration for the year ending April 30, 2009 Advancement, Office of 554, , ,683 6, , , ,571 Bridging Fund 3,734,068 3,734,068 3,734,068 3,734,068 Campbell Lounge 8,164 1,837 11,199 21,200 21,200 21,200 Chief Admin. Officer, Office of 356,167 80, , ,497 21, , , ,435 Facilities Rental 252,752 52, , , , , ,000 96,256 Financial Services 794, ,468 55,309 1,027,082 38, , ,811 General 125, , ,000 Greenpath 93,026 17,617 1,144,357 1,255,000 1,255,000 1,255,000 Human Resources 520, ,514 45, ,070 11, , ,942 SCAting Place 11,024 2, ,380 14,380 14,380 Principal's Office 285,585 51,000 75,107 97, , , ,991 Registrar 1,617, , ,008 2,259,023 2,259,023 48,000 2,211,023 Total Administration 285,585 4,259,342 1,008,696 6,111,131 6,000 11,670, ,967 11,161,787 1,602,110 9,559,677 Page 1-111

115 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Campus & Student Services for the year ending April 30, 2009 Accessibiity Enhancement Fund 18,000 18,000 18,000 18,000 Advising and Career Centre 825, ,401 73,075 1,081,695 1,081, , ,743 Campus Life 48,000 48,000 48,000 48,000 Financial Aid Services 195,029 43,882 11, , , ,260 Health Services 768, , ,152 1,205,446 82,177 1,123,269 1,123,269 Physical Education 954, ,919 1,630,650 2,747,766 37,992 2,709,774 2,709,774 Special Services 30, , ,356 72, , , , ,244 Student Services 535, , ,047 1,623, ,493 1,378,856 1,378,856 Student Services Enhancement Fd 30,000 30,000 30,000 30,000 Total Campus & Student Services 30,350 3,719, ,481 3,121,910 7,648, ,188 6,937,098 6,410, ,003 Page 1-112

116 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Maintenance and Services for the year ending April 30, 2009 Academic Vans 8,202 8,202 8,202 8,202 Accessibility 19,917 19,917 1,893 18,024 18,024 Building Manager's Office 741, ,802 57, ,198 45, , ,134 Building Services 85,889 19, , , , ,401 45, ,742 Building Maintenance Contingency 25,000 25,000 25,000 25,000 Campus Police:General 854, , ,010 1,322, ,946 1,142,273 1,142,273 Classroom Mtnce 39,842 39,842 5,678 34,164 34,164 Critical Incident Response Office 68,393 15,388 20, , , ,781 Day Care Facilities 34,854 34,854 3,313 31,541 31,541 EMRG Program 10,000 10,000 10,000 10,000 Equipment Reserve 100, , , ,000 Fire Safety Maintenance 47,421 47,421 3,418 44,003 44,003 Grounds Maintenance 434,790 85, , , , ,710 3, ,210 Machine Shop 384,080 84,368 35, ,376 51, , ,276 Main Building Maintenance 652, ,611 64, , , , ,388 Major Maintenance 1,398,793 1,398, , ,494 34, ,744 Miscellaneous Buildings 526, ,000 50, , ,836 Post Office 1,529, , ,455 2,023, ,561 1,682,686 1,682,686 Page 1-113

117 Total Instructional Other & Wages Employer Benefit Plan Costs Supplies & Services Student Awards & Non-Sal External Divisional Net Operating Support Renovation projects 144, ,223 3, , ,490 Safety Audit 11,000 11,000 11,000 11,000 Teaching Equipment 50,000 50,000 50,000 50,000 Telephones 40,000 40,000 40,000 Walksafer 63,924 6,392 1,576 71,892 9,783 62,109 62,109 Total Maintenance and Services 4,815,296 1,038,694 3,837,314 9,691,304 2,122,792 7,568,512 83,909 7,484,603 Page 1-114

118 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Summary Arts and Science, Colleges and Schools 1, , , Health Sciences , , Other Professional Faculties , , Other Academic Costs Academic Services Campus and Student Services Facilities and Services (including UTM and UTSC Maintenance and Services) Administration Total, University 3, , , , Page 2-1

119 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Arts and Science, Colleges and Schools Faculty of Arts and Science Dean's Office Faculty General & Miscellaneous Endowed Chairs Public Relations and Development Registrar's Office Teaching Initiatives Total, Faculty Administration College Teaching Innis College Program St. Michael's Program University College Program Victoria College Program Total, College Programs Aboriginal Studies Asian Institute Classics Comparative Literature Computing in the Humanities Diaspora & Transnational Studies, Ctr for East Asian Studies English Europ, Russ, and Eurasian Studies, Ctr for Fine Arts French German History Hist and Phil of Sci and Tech, Inst for Humanities Centre Italian Studies Jewish Studies Linguistics Medieval Studies, Centre for Near and Middle East Civilization Philosophy Religion Slavic Studies Spanish and Portuguese Total, Humanities Page 2-2

120 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Anthropology Economics Environment, Division of the Ethics, Centre for Geography Munk Centre for International Studies Political Science Research Data Centre Rotman Commerce Sociology Women's Studies & Gender Studies, Inst for Total, Social Sciences Astronomy Cells & Systems Biology Chemistry Computer Science Cquest Cryogenics Ecology & Evolutionary Biology Geology Human Biology Isotrace Laboratory Mathematics Optical Science, Institute for Physics Physics Store Physics - Computer Services Physics - Technical Services Public Policy & Governance, School of Psychology Statistics Theoretical Astrophysics, Canadian Inst for Total, Sciences Total Arts and Science , , Page 2-3

121 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Innis College New College Transitional Year Programme University College Principal's Office Alumni Office College General Dean of Students Peace and Conflict Studies Registrar's Office Total, College Administration Writing Workshop Total, College Programs Total, University College included with Arts & Science Art Centre Total, University College Grand Total, University College Woodsworth College Degree and Certificate Programs Pre-University/Academic Bridging Program Total, Woodsworth College Page 2-4

122 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE University of Toronto at Mississauga (UTM) Academic General Communication and Culture, Inst of Humanities MMPA/DIFA Sciences Social Sciences UTM Academic University of Toronto at Scarborough (UTSC) Academic General Dean's Office Academic Support Services Humanities Biological Sciences Psychological Sciences Management and Economics Mathematical Sciences Physical Sciences (incl Co-op) Social Sciences UTSC Academic Continuing Studies, School of Graduate Centres and Institutes GCI Academic Directors Criminology, Centre for Industrial Relations & Human Resources, Ctr for International Studies, Centre for Knowledge, Media, Design Institute Life Course and Aging, Institute for Study of Drama, Centre for Total, Graduate Centres and Institutes Graduate Studies, School of Total, Arts and Science, Colleges and Schools 1, , , Page 2-5

123 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Health Sciences Faculty of Dentistry Non-Clinical Operations Dean's Office Continuing Education Development Int'l Dentist Advance Placement Prog Pain Centre Student Dental Kits Total, Non-Clinical Operations Clinical Operations Clinical Operations Total, Clinical Operations Total, Faculty of Dentistry Faculty of Medicine Administration/Service Dean's Office and Faculty Miscellaneous Computing Support Division Total, Administration/Service Basic Science Sector Banting and Best Dept. of Medical Research Biochemistry Biomaterials & Biomed Engineering, Inst of Immunology (incl Cell Sorter) Medical Biophysics Medical Genetics and Microbiology Nutritional Sciences Pharmacology Physiology Total, Basic Science Sector Page 2-6

124 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Clinical Science Sector Anaesthesia Family and Community Medicine Lab. Medicine & Pathobiology Medical Imaging Medical Science, Institute of Medicine, Department of Obstetrics and Gynaecology Ophthalmology Otolaryngology - Head & Neck Surgery Paediatrics Psychiatry Radiation Oncology Surgery Total, Clinical Science Sector Community Health Sector Health Policy Management & Evaluation Public Health Sciences Total, Community Health Sector Education Academic Computing Associate Dean, Interfaculty Graduate Affairs Continuing Education Education General History of Medicine Postgraduate Medical Education Research in Education, Centre for Standard Patient Program Teaching Labs, Division of Undergraduate Medical Education Total, Education Page 2-7

125 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Research Bioethics, Joint Centre for Cardiovascular Collaborative Programme Cellular & Biomolecular Research, Ctr for Clinical Sciences Division Comparative Medicine Electron Microscopy Unit Level 3 Facility Logistics Services Research General Toronto Western Research Institute Total, Research Rehabilitation Science Sector Occupational Science and Occupational Therapy, Dept of Physical Therapy Rehabilitation Science, Graduate Dept Speech Language Pathology Total, Rehabilitation Science Sector Total, Faculty of Medicine , Page 2-8

126 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Lawrence Bloomberg Faculty of Nursing Leslie Dan Faculty of Pharmacy Faculty of Physical Education and Health Total, Health Sciences, excluding Medicine TOTAL, Health Sciences, including Medicine , , Page 2-9

127 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Other Professional Faculties Faculty of Applied Science and Engineering Dean's Office Language across the Curriculum (LAC) Other Admin Units (incl Engineering Computing Facility) Professional Development Centre Professional Experience Year Programme (PEY) Total, Faculty Administration and Services Note: Other Administrative Units' FTEs include Alumni Liaison Office, Campaign Office, ECF & CCIE, Registrar's Office, and Vice Dean Office - Industrial Collaboration. Aerospace Studies Biomedical Engineering Chemical Engineering Civil Engineering Electrical and Computing Engineering Engineering Science Environmental Engineering Mechanical Engineering Metallurgy and Material Science Total, Academic Departments Total, Faculty of Applied Science and Engineering John H. Daniels Faculty of Architecture, Landscape & Design Faculty General City Centre Urban & Community Studies, Centre for Total, John H. Daniels Faculty of Architecture, Landscape & Design Page 2-10

128 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Faculty of Forestry Faculty of Information Faculty of Law General Library Total, Faculty of Law Joseph L. Rotman School of Management Dean's Office Academic & Benefits AIC Institute for Corporate Citizenship Alumni Relations & Services Area Administrative Support Asst Dean's Office Building and Operations Business Design Program Business Information Centre Clarkson Centre for Ethics Computing Services Development Executive Develop Program Executive MBA Program Finance Lab Financial Services Health Sector Strategy, Centre for Institute for Policy Analysis Integrative Thinking, Centre for International Business, Institute for Marketing & Communication Martin Prosperity Institute Master of Finance MBA Program OMNIUM GEMBA Ph.D. Program Special Events Women in Management Total, Joseph L. Rotman School of Management Page 2-11

129 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Faculty of Music General Library Performance Total, Faculty of Music Ontario Institute for Studies in Education/UT (OISE/UT) Additional Qualification Courses Child Study, Institute for - Lab School OISE/UT- incl units below Administration Consortium Continuing Education Global Education High School Admission Programme Joint Centre Practice Teaching Registrar's Office Sundry Academic Technical and Industrial Arts Technology for Enhancing Learning Ctr Total, Ontario Institute for Studies in Education/UT Factor-Inwentash Faculty of Social Work Total, Other Professional Faculties , , Page 2-12

130 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Other Academic Costs Non-Departmental Professors Total, Other Academic Costs Academic Services St. George Libraries Chief Librarian's Office Access and Information Services Dentistry Library Earth Science Library East Asian Library Engineering Library Gerstein Science Information Centre Canada Hong Kong Library Mathematical Science Media Commons Library Reference Department Resource Sharing Total, Reader Services Area Archives Rare Book Library Total, Rare Books and Archives Collection Department Preservation Services Total, Collection Devel. and Preservation Area Page 2-13

131 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Administrative Services Downsview Information and Technology Services OISE/UT Library Photoduplication RCAT Scholar's Portal T-Card Office Technical Services Hour Service Total, Other Information Commons IC Administration Multimedia Production, Maintenance and Engineering Operational Advisory Services Operations Support Total, Information Commons Total, St. George Libraries UTM Library UTSC Library University of Toronto Computing Computing and Networking Services Total, University of Toronto Computing Total, Academic Services Page 2-14

132 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Campus and Student Services Athletics and Recreation Career Centre C. C. Partnerships Counselling and Learning Skills First Nations House Health Services Housing Service International Student Centre Psychiatric Services Services for Students with Disabilities Student Affairs, Office of the Total, St. George Campus and Student Services UTM Campus and Student Services UTSC Campus and Student Services Total, Campus and Student Services Page 2-15

133 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE St. George Facilities and Services Direct Building Costs Buildings Mechanical Services Cleaning Co-Generation Facility Maintenance - Elevator Maintenance - Fabric Maintenance - Mechanical Trades Central Building Services Asbestos Central Control and Monitoring Central Electrical Distribution Central Heat Distribution Central Steam Plant Electrical and Elevator Services Ice Plant Sustainability Office Services and General s Office of the AVP General Administration Campus Mail Services Campus Services Fire Protection Grounds Property Management Group Protective Services - Police Recycling and Waste Management Services Stores Survey Camps Telecommunications Total, St. George Facilities and Services UTM Maintenance and Services UTSC Maintenance and Services Total, Facilities and Services (including UTM and UTSC Maintenance and Services) Page 2-16

134 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Administration St. George Administration Governing Council Governing Council, Office of the Freedom of Info. Protect Privacy Office Audit Ombudsperson, Office of the Total, Governing Council President, Office of Other Institutional Costs Vice-President and Provost Vice-President and Provost, Office of the Academic, Office of the Vice-Provost Planning & Budget, Office of the Vice- Provost Strategic Computing Teaching Advancement, Office of Campus and Facilities Planning, AVP Campus and Facilities Planning Room Rentals, HH Theatre, Space Mgmt & Media Ctr Vice-Provost, Students Admissions and Awards International Student Exchange Office Student Information Systems Student Recruitment Total, Vice-President and Provost Page 2-17

135 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE VP Research Vice-President Research, Office of the Ethical Review Innovations at U of T Research Services (ORS) Total, VP Research Division of University Advancement VP & Chief Advancement Officer, Office of Alumni & Development Marketing & Licensing Total, Division of University Advancement Vice-President Human Resources and Equity VP Human Resources & Equity, Office of Early Learning Centre Employment and Staff Development Environmental Health and Safety Family Care Health and Wellbeing Labour Relations LGBTQ Race Relations Sexual Harassment Status of Women UTemp Total, VP Human Resources and Equity Vice-President University Relations VP Univ. Relations, Office of (incl GICR) International Relations, Asst. VP Strategic Communications Total, Vice-President University Relations Page 2-18

136 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Vice-President Business Affairs VP Business Affairs, Office of the Administrative Management Systems Chief Financial Officer, Office of the Chief Real Estate Officer, Office of the Dir of Res, Food and Bev Services, Office of the Financial Services Department Insurance Administration Procurement Services Total, Vice-President Business Affairs Total, St. George Administration UTM Administration UTSC Administration Total, Administration Page 2-19

137 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE University of Toronto at Mississauga (UTM) Academic Academic General Communication and Culture, Inst of Humanities MMPA/DIFA Sciences Social Sciences Total, Academic Academic Services - Library Administration Principal's Office Advancement Business Services Computing and Other Services Copy Centre and Mail Environmental Affairs Office Human Resource Services Police Registrar Total, Administration Campus and Student Services Athletics Career Centre Health Services Student Services (incl AccessAbility) Total, Campus and Student Services Page 2-20

138 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Maintenance and Services Academic Stores Athletics Facility CCIT Building Director's Office Hazel McCallion Academic Learning Ctr Kaneff Centre North Building South Building Student Centre Total, Buildings (incl Dir's Office) Engineering Maintenance Grounds Maintenance Total, Campus Infrastructure Total, Maintenance and Services Total, University of Toronto at Mississauga Page 2-21

139 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE University of Toronto at Scarborough (UTSC) Academic Academic General Dean's Office Academic Support Services Humanities Biological Sciences Psychological Sciences Management and Economics Mathematical Sciences Physical Sciences (incl Co-op) Social Sciences Total, Academic Academic Services - Library Administration Principal's Office Advancement, Office of Chief Admin. Officer, Office of Facilities Rental Financial Services Human Resources Registrar Total, Administration Page 2-22

140 Full-Time Equivalent (FTE) Positions for Academic Staff Non-academic Staff Total Recovered Self-funded Less Less Net Recovered Self-funded Recovered Self-funded Recovered Self-funded Union Union Union Gross Recovered Self-funded Operating Academic Academic Academic Librarian Librarian Librarian Admin Admin Admin (incl USWA) (incl USWA) (incl USWA) FTE FTE FTE FTE Campus and Student Services Advising and Career Centre Financial Aid Services Health Services Physical Education Special Services Student Services Total, Campus and Student Services Maintenance and Services Building Manager's Office Building Services Campus Police: General Grounds Maintenance Machine Shop Main Building Maintenance Total, Maintenance and Services Total, University of Toronto at Scarborough Page 2-23

141 UNIVERSITY OF TORONTO BUDGET REPORT February 27, 2008

142 University of Toronto Budget Report Table of Contents I. Planning Cycle II. III. Fiscal Context New Budget Model IV. Long Range Budget Guidelines V. Planning Assumptions for VI. VII. VIII. IX. The Budget Budget Impact Divisional Allocations Capital Project Funding Appendix A Shadow Budget Update to Actuals Appendix B Long Range Budget Guidelines, Appendix C Long Range Budget Guidelines: Table of Assumptions Appendix D Contractual Commitments Report Appendix E Capital Schedules Appendix F Divisional Budget Schedules (Target Budget Letters)

143 For the past two decades, the University s budget was prepared based on five- or six-year planning cycles. A new cycle started when the previous cycle ended, sometimes sooner if financial circumstances changed significantly. Last year s report provided long-range budget guidelines for the period to At the same time, it signalled that the University intended to begin using a rolling, five-year, budget-planning window. The proposed approach is described in Section I. Consistent with the new approach, this report introduces the proposed Long-Range Budget Guidelines for the five-year budget cycle to and the detailed annual budget for fiscal year The Guidelines also constitute the framework in which the University s budget will be prepared for fiscal years 2010 to Section II of the report describes the fiscal context in which the Guidelines have been prepared. The remainder of the report describes the budgetary assumptions, the budget guidelines for the next five years, the budget details for and the divisional allocations. The University implemented a new internal budget allocation model in The new model and the transition process are described in Section III. Under the budget model used prior to , cost containment measures were implemented by introducing an across-the-board expense control measure for all academic and administrative divisions. This process is unnecessary under the new budget model. Section VII on Budget Impact describes the approach to cost containment according to the new methodology. I. Planning Cycle Over the last few decades, long-range budget planning at the University of Toronto was based on a fixed budget cycle. At the beginning of a cycle, revenue and expense projections were prepared for a period five or six years forward. These projections were updated in subsequent years, but no projections were prepared past the end of the cycle until a new cycle was started. Thus, the number of years for which projections were prepared became smaller as the cycle progressed. Governing Council policy required a balanced budget in the final year of the cycle and the accumulated deficit to be within 1.5% of gross revenue by the end of the cycle. The fixed-cycle approach is somewhat inflexible when the financial circumstances in which the University finds itself are changing rapidly. Often, it was felt necessary to start a new planning cycle before the previous cycle ended, and deficit containment was deferred. Furthermore, under the new budget model, the University and each of its divisions need to look several years forward to properly assess their financial circumstances. Revenue and expense patterns change as divisions update enrolment plans, as tuition levels change, and so on. The availability of projections over a reasonably long horizon is needed to inform decisions on long-term commitments, such as hiring faculty and staff. Page 1 of 75

144 It is proposed that starting in fiscal 2009 the University adopt a budget planning policy based on a five-year rolling window. Each year, the budget assumptions used in the Budget Guidelines of the year before would be updated and new assumptions prepared for one additional year. Revised revenue and expense projections would then be prepared for the new cycle based on these assumptions. This approach should provide a more realistic horizon for the University for the purpose of planning and decision making in a fast-changing environment. Surplus/Deficit Management One of the important features of the fixed budget cycle previously used is that it provided a framework for setting targets for the University s in-year deficit and for the accumulated deficit over the planning period. As mentioned, according to Governing Council Policy, the University was required to exit each planning period with a balanced budget and an accumulated deficit that did not exceed 1.5% of gross revenue. The proposed mechanism for deficit management under the new budget model and the rolling-window planning cycle would require that the accumulated deficit be reduced to zero by the end of any five-year planning period. This implies that the average annual surplus/deficit over the five years of the planning period must be zero or positive. Most of the time, the University will plan on the basis of a balanced budget. A deficit may be allowed in some years to facilitate planning, recognizing the fluctuations that often occur in enrolments, government grants, investment income, etc. When this happens, the University must plan surpluses in subsequent years to ensure that the average over the five years is zero or positive to reduce the accumulated deficit to zero. Under the new budget model, the University s budget is prepared as an aggregation of the expense budgets of individual divisions. Budget plans for the divisions are reviewed and approved annually by the President and the Provost, with the assistance of appropriate advisory committees. The deficit or surplus in the University s integrated budget is a result of the aggregated plans of individual divisions. These tighter management control mechanisms make it possible for the University to operate with a balanced budget in the manner described above. II. Fiscal Context The primary sources of revenue for the University of Toronto are the Provincial government grant and tuition fees, both of which are a function of student enrolment. We have experienced a period of over fifteen years in which enrolments on the three campuses increased significantly. The concomitant increase in revenue has helped mitigate somewhat the impact of the lack of growth in per-student government funding relative to inflation during that period and of the government-imposed constraints on tuition fees. Demographic projections anticipate a continuing rise in demand for university places, particularly in the GTA. However, no substantial increases in undergraduate enrolment are planned at the University of Toronto for the next five years. The University is planning to increase graduate enrolment by about 40%. These plans are a result of the academic planning process, the funding opportunities arising from the Province s Page 2 of 75

145 Reaching Higher plan, and space availability on the three campuses. However, it should be noted that while graduate expansion will increase revenue, it will also increase expenditures to educate and provide financial support for students. It does not necessarily increase the expendable funds available to the University. Tuition and Provincial Grant Historically, the provincial grant represented the largest portion of the University s revenue. With the full onset of the economic recession in 1992 through 1994, operating grants were frozen and then reduced. Tuition fees increased by 8 to10 per cent annually to partially compensate for the loss of grant revenue. In 1995 the University experienced a further loss of $54 million in government grants. Again, as a partial offset to the loss of grant revenue, the government permitted significant increases in tuition fee rates; 20 per cent in and 10 per cent on average in each subsequent year up to and including Tuition fees were deregulated for international students, and for students in some professional and all graduate programs. The University s operating grant revenue has risen to $565M in , mostly as a result of the introduction of a number of new targeted funding envelopes to support undergraduate and graduate enrolment increases. However, government operating funding per student, including the Quality funds introduced in recent years, has decreased in absolute terms by over 5% and in real terms by almost 30% relative to The drop in the Provincial grant has dramatically altered the size and composition of the operating budget. Government grants now represent about 42 per cent of total University revenue, down from 70 per cent in Tuition revenue has doubled in proportional terms, from 16 per cent to 35 per cent of the total. The practical effect of the Government funding policy has been that the University has had to introduce expense containment measures to absorb a significant portion of cost increases for compensation, library acquisitions, graduate student funding, and utilities. Over the past ten years, cost containment measures have taken over $200M out of the University s operating budget. Student Aid In the Government mandated that 10% of revenue from tuition fee increases be spent on student aid; this was increased to 30% in and subsequent years. In , the Government introduced a tuition framework for tuition and student aid, which sets limits for annual tuition fee increases. The OSAP program was also modified, relieving some of the financial pressure on universities. The framework does not mandate a specific amount to be set aside by universities for student aid. Instead, it requires universities to ensure accessibility, regardless of the students financial means. At the University of Toronto, student aid is guided by the University s policy on accessibility, which contains the following Statement of Principle: No student offered admission to a program at the University of Toronto should be unable to enter or complete the program due to lack of financial means. Page 3 of 75

146 In accordance with this commitment, expenditures on student aid have increased dramatically, from $7.7 million in 1991 to $115 million in , making the University of Toronto one of the most accessible in the country. Federal Funding Funding from the Federal government is provided to universities primarily to support research and is not generally part of the university s operating budget. However, it interacts with the University s operating budget in three important areas; namely Canada Research Chairs, the indirect cost of research and graduate student support. The Canada Research Chairs program introduced in provides salary and research support for outstanding university researchers on a competitive basis. A number of research chairs is awarded to each university based on its share of research funding by the Federal Granting Councils. This program is of tremendous value to the University of Toronto. It has helped us maintain faculty complement despite the expense containment measures introduced over the years. As a result of redistribution of funding in the program, the University has lost 11 of its chairs, effective Since the CRC program was introduced, inflation has reduced the effective value of Chair funding by over 20%. An appropriate adjustment to Chair funding is overdue. The funds received from the Federal Granting Councils must be used exclusively to cover the direct costs of research, such as personnel and supplies. The indirect expenses incurred as a result of research activity are very significant and are borne by the universities operating budgets. At the University of Toronto, they have been estimated to be well in excess of 50% of direct expenditures on research. As a long-standing subject of government advocacy, universities have been requesting that the Federal Government recognize the full cost of research in its research funding policy, with a 40% rate as a minimum target. The government started to provide IDC funding in The effective rate for the University of Toronto is slightly less than 20%. This is currently contributing about $20M to the University s operating budget, which, while helpful, continues to be considerably short of the actual full costs of research. The Federal Government supports graduate students by providing fellowships directly to graduate students on a competitive basis. Although these funds do not flow through the University s budget, they provide indirect budget relief to the academic divisions by freeing up funds that would otherwise have to be used for graduate student support. There are other forms of student support that the Federal Government provides, including student aid under the Canada Scholarship program. Other Sources There are several other sources of revenue at the University of Toronto, including endowment payout, interest income, application fees and divisionally-generated income. The University of Toronto has been successful in its fund raising efforts, with a total endowment that is now well in excess of $1.8B. Endowment income is highly targeted. Most of this income is directed to student aid and to the support of Endowed Chairs. Page 4 of 75

147 Endowment revenue, though important, is still a modest component of total University operating revenue, representing about 3%. In addition to the long-term returns reflected in the endowment revenue, the University also receives interest on short- and medium-term investments. These tend to be rather small as a percentage of total operating revenue (about 1.5%), and fluctuate with market conditions. Academic divisions also generate significant revenues from activities such as continuing education offerings or full cost-recovery programs that do not receive government support. This is a valuable source of revenue because of its flexibility but such activities are coupled with expenses. Together, these sources now represent about 17 per cent of the revenue base. As a result, the University is much less dependent upon a single dominant source of revenue, but at the same time is exposed to a wider array of risks such as stock market performance. III. New Budget Model The University of Toronto adopted a new approach to budgetary allocations, which was used for the first time for the fiscal year. The new approach and the reasons for its adoption have been recommended by a Provostial Task Force that was struck in April, 2004 and presented its final report in February, 2006, and have been the subject of extensive discussions and consultations across the University over the past four years. The report of the Task Force, the Provost s response and related material are available on the Provost s web page, at The final report of the Task Force states: The budget allocation process is a primary tool for the implementation of the university s academic plans and academic priorities. This has been the fundamental guiding principle underlying the development of the new budget model. To best support the university s academic priorities, the new model has three basic objectives: to provide a high degree of transparency, enabling all levels of university administration and governance to have a clear understanding of university revenues and expenses, to introduce broadly-based incentives to strengthen the financial health of the university by creating incentives for increasing revenues and reducing expenses, and to encourage a higher level of engagement of all senior levels of administration in budget planning for academic divisions and in recommending priorities and budgetary allocations for shared services. The new model introduced a simple methodology for attributing revenues and the costs of shared services to all divisions. According to this model, a major portion of the budgetary allocation to an academic division is its Net Revenue, which is equal to its Page 5 of 75

148 share of the University s gross revenue less its share of expenses and its contribution to student aid and to a university-wide fund called the University Fund. A division s net revenue reflects its programs, student enrolments, fund raising activities, research, etc. Hence, divisions benefit as these activities bring more revenue. Divisions also benefit when, in cooperation with central service units, they are able to make more efficient use of the shared resources. The remainder of the divisional budget is the allocation a division receives from the University Fund. This allocation is entirely non-formulaic, and is intended to provide funding in support of the university s academic priorities. In part, it ensures that the total budget of a division is determined by the university s own priorities rather than by those of an external body. It also enables the university to recognize differences in the cost of delivery of various programs or to support particular activities that it considers to have high academic priority. The process of attributing revenues and costs to divisions has been designed to minimize administrative costs. For example, no transaction accounting is used to attribute the cost of a particular service. Instead, revenues and costs are attributed using simple, readily available and verifiable parameters that provide a reasonable basis for the distribution of revenue or a suitable measure of the extent to which a division uses a particular resource or service. These measures are referred to as revenue drivers and cost drivers. They include such parameters as number of students, number of faculty, space area occupied, etc. A detailed description of the methodology used in the new budget model and the revenue and cost drivers used in the attribution process can be found on the Provost s web page mentioned above. An essential component of the new budget model, and possibly one of its most valuable innovations, is the development of a new process for budgetary reviews for both academic and service divisions. Two review committees have been established, the first for shared services and the associated university-wide costs. The second is a review of the expense budgets of the academic divisions. Each service division prepares a multi-year budget plan for their service offerings. These plans are reviewed by the Budget Planning and Priorities Committee (BPP), which is a committee chaired by the President. The purpose of the review is two-fold. The first is to ensure that any proposed changes in service are aligned with the needs and priorities of the academic enterprise; the second is to establish spending priorities and to ensure that all possible cost reductions have been examined. Recommendations for funding allocations to the service divisions are prepared based on these reviews. The work of this committee will be supported by several advisory committees that each service unit establishes. Budgetary plans for the academic divisions are reviewed by a Provostial advisory committee. Each division submits a multi-year budget plan based on the University s Long-Range Budget Guidelines and its own academic plans. Revenue projections are based on the division s enrolment plans, new program offerings, etc. Similarly, expense projections take into account, cost increases, changes in faculty and staff complement, Page 6 of 75

149 and so on. The academic reviews inform the approvals of academic appointments and lead to recommendations on the allocation of the University Fund as well as any other special allocations that may be needed from the University s academic reserve funds. The review also identifies capital priorities and supports the development of advancement priorities. The review processes, whether for academic or for administrative divisions, amount to a higher level of engagement by all members of the senior University administration in the budget process. As a result, budgetary allocations are informed not only by the overall budget situation of the University but also by the circumstances of individual divisions. Cost containment measures, which are often necessary because of the constraints on revenue, are applied by each division based on its own circumstances. The review process also promotes a better alignment of the University-wide services provided and the needs of the academic divisions. The involvement of members of the senior administration in the budget and review processes should lead to a deeper understanding of the nature of the University s expenses and where and how savings may be realized. Transition to the New Model The new budget model differs significantly from the model that has been in use for budgetary allocations at the university prior to Hence, it was essential to develop a smooth transition process from the old model to the new model. Two important criteria guided this process: that no division experiences a sudden change in its budget as a result of the transition, and that historical integrity is maintained. The latter of these guidelines meant that funding allocation decisions made in previous years should not be changed simply as a result of the transition to the new budget model. The transition process that was adopted and used was based on the preparation of a Shadow Budget for fiscal year based on the new model. The actual budget for that year was presented to and approved by Governing Council in the spring of 2006 based on the old budget model. The Shadow Budget was prepared under the new model in such a way as to yield exactly the same budgetary allocation to each division as that division has received under the old model. This was possible because of the flexibility afforded by the University Fund. Each division received a University Fund allocation in the Shadow Budget that brought its net expense budget in to the same level as its actual budget. The University Fund allocation made in the Shadow Budget captures the aggregated history of budgetary allocations to each division, represented in the language of the new budget model. To maintain historical integrity, it will be used as a reference in making future University Fund allocations, and as such, has been dubbed the University Fund Reference Level. Barring extraordinary circumstances, no division will receive a University Fund allocation in future years that is lower than its Reference Level. Page 7 of 75

150 Preliminary calculations of the Reference Level for each division were first made based on the budgeted revenues and expenses for and were included in the Budget Report of Actual revenues and expenses for that transition year became known in May of 2007, after end-of-year accounting was completed and the University s financial report for was released. Because of their important role as a record of the budget history of the academic divisions, the Reference Levels for University Fund allocations were updated based on end-of-year results. The final values are given in Appendix A. IV. Long Range Budget Guidelines The University is entering the budget year with an accumulated deficit of $55M. The budget framework proposed for the next five years is based on a balanced budget each year, including a payment schedule that would reduce the accumulated deficit to zero by Projected revenues over this five-year budget cycle remain highly constrained. The Provincial government has not announced any changes in the funds available for postsecondary education. As a result, the University will continue to receive discounted funding for undergraduate enrolment increases since The long-awaited increase in funding for the full cost of research has not materialized, and limited new scholarship funding is being provided, either provincially or federally, to support graduate expansion. Achieving a balanced budget under these circumstances requires significant reductions in expenses, both in the administrative and academic divisions. As pointed out earlier, cost containment measures are no longer implemented across the board. Instead, each academic division has developed its own cost containment plan as part of the budget planning and review process described in Section III above. For administrative divisions, a blend of individual plans and across-the-board reductions is being recommended. Budget Framework The budget schedules are given in Appendix B. Budget projections for the period to are given in Schedules 1 to 3. An analysis of the impact of the budget on the University is given in Schedule 4. The expense budgets of the academic divisions are presented in Schedules 5 and 6. Budget projections are dependent on many factors external to the university, including government policy, market behaviour, and so on. Hence, many assumptions must be made to estimate revenues and expenses over the five-year budget planning window. Key assumptions are described in Section V, and a complete list is given in Appendix C. Appendix D provides more detailed information on the University s contractual commitments. These include such items as the cost of electricity or contractual commitments to other institutions. Only essential expenditures that are beyond the University s control are included in this list. All expenditures are subject to review by the Budget Planning and Priorities Committee. Page 8 of 75

151 Schedule 1 Budget Summary Schedule 1 provides a summary of projected revenue and expense, as well as the planned accumulated deficit repayment schedule. Revenue Projections Revenues are projected to increase by $289M over the next five years an average of 4% per year. The government has not announced any increase in university funding beyond , and none has been assumed. As a result, only a modest increase of about $40M is projected for the operating grant over the next five years, which is primarily due to graduate expansion. During the same period, tuition revenue is projected to increase by $216M. Revenue from tuition and provincial operating grants contribute about 77% of total operating revenue. Divisional income, which consists of revenues collected directly by the academic divisions, is the next highest contributor to University revenue, representing about 12%. This source of revenue varies considerably from year to year. For budget purposes, actual earnings in any given year are used as the projected value for the following year. For the outer years, divisional revenue is assumed to increase with inflation. According to the new budget model, each academic division contributes 10% of its revenues to the University Fund. However, not all revenues are subject to the University Fund assessment, as this fund is not intended to redistribute revenues earned directly by the divisions. The portion of revenue that contributes to the University Fund is clearly delineated in the schedule. Expenditure Projections There is considerable uncertainty about government funding. With no additional grant revenue, the University continues to be forced to apply stringent expense containment measures. Major budgeted expense items are described briefly below. Centrally-Administered Student Aid Part of the financial aid provided to students is administered centrally, and the remainder is provided by the academic divisions. The centrally administered portion includes: Funds set aside from the operating budget; and Funds available from endowments. Flow-through of revenue to other institutions Several university programs include joint activities with other institutions. This expense category captures those portions of university revenue that flow to collaborating institutions. It includes: Canada Research Chair revenue flowing to hospitals; Provincial grant revenue flowing to the Toronto School of Theology; and Grant and tuition revenue flowing to colleges with which the University offers joint programs. Page 9 of 75

152 Shared Services This section includes the central funds that support university-wide services to the academic divisions and the central library. They include: Occupancy costs, such as utilities, maintenance and caretaking; Shared services, such as human resources, financial services, advancement, procurement, computing services, etc; General university-wide expenses, including debt service, legal fees and fees for membership in organizations such as AUCC and COU; Central library expense, including acquisitions and operating expenses; and Federated block grant, which supports services in the Federated Colleges Academic Divisions This category includes all the funds that flow to the academic divisions, presented in three components, as follows: Divisional expense budgets: These make up the bulk of the funding provided to the academic divisions from the operating budget. Under the new budget model, these consist of each division s net revenue and an additional allocation from the University Fund, as described earlier. In the case of UTM and UTSC, their expense budgets include their academic budgets, which are equivalent to those provided to all other Faculties. They also include funding to support various campus services, such as the cost of utilities, building and grounds maintenance, student services, and so on. These services are provided centrally for Faculties on the St. George campus, and hence are not included in the divisional budgets. The academic and campus services components of the expense budgets of UTM and UTSC are not delineated. Each campus receives an overall budget, which it manages locally to best suit its own circumstances. Historically, UTM and UTSC have allocated about 70% of their budgets to the academic operation and the remaining 30% has been used to support campus-wide services. Academic funds: These are funds held centrally to be allocated to the academic divisions for specific purposes, usually on a competitive basis. Some funds are used to facilitate transitional changes at times of severe budget difficulties or significant academic restructuring. The academic funds include the Academic Initiatives Fund, the Transitional Fund, the Provost s Contingency Fund, the Student Experience Fund, and the Graduate Expansion Incentive Fund. Pension amortization expense: This is the academic divisions share of the total pension loss amortization payment made by the University. The share of this payment belonging to the administrative divisions is included in the cost of shared services described above. Page 10 of 75

153 Accumulated Deficit Repayment The University entered the fiscal-year with an accumulated deficit of $66.3M, and a planned in-year balanced budget. The University has made a deficit repayment of $11.2M in Hence, the projected accumulated deficit at the end of is $55.1M. The budget plan allocates a repayment of $11.2M each year over the next four years, and a final payment of $10.3M in , to reduce the accumulated deficit to zero by the end of the planning cycle, as prescribed in Section I above. Schedule 2 Incremental Shared Schedules 2 and 3 of the budget provide two different views of the breakdown of expenses. Schedule 2 shows line-by-line, year-over-year increases of various universitywide expenses and funds, grouped in the following four categories: Contractual Obligations: This category comprises the contractual obligations detailed in Appendix D. All expenditures, including contractual, are now subject to review by the Budget Planning and Priorities Committee. Capital and Maintenance: These expenses include debt service for capital projects as well as costs related to the University s caretaking and maintenance. Funding for Administrative/Academic Service Divisions: Under the principles of the new budget model, academic divisions are no longer funded centrally for salary and benefit increases, nor are they assigned cost containment measures from the centre. Salary and benefit increases will continue to be funded for administrative and academic service divisions as these divisions do not generally generate revenue. Funding for library acquisitions is also included in this section. A cost containment measure will be applied to administrative divisions as a result of cost constraints across all divisions in the University. University-wide Funds: This group of expenses includes the university-wide academic funds described under Schedule 1 as well as several targeted funds to support priority areas in university-wide services. Allocations to major projects from the Academic Initiatives Fund come before Governing Council separately for approval. Schedule 3 Cost Bins information is summarized in Schedule 3 using the 12 cost bins defined in the new budget model, which are the basis for cost attribution to divisions. The following is a brief description of expenses in each cost bin. Further information on the cost bins and what each bin covers is contained in the Task Force reports mentioned in Section III of this report. Page 11 of 75

154 Cost Bin Occupancy Information Technology University Management Financial Management Human Resources Pension Amortization University Advancement Central Library Research Administration Student University-wide Academic University-wide general Description Utilities, caretaking, maint., space mgmt. (St George) Computing & Network Services, Systems management Gov. Council, Offices of President, Provost, some VPs Office of CFO, Financial Services, Audit All HR offices and related funds Amortization of pension losses Alumni Relations, Development Acquisitions and services Research administration Admissions &Awards, recruitment, SGS, student services Academic funds (AIF, SEF, Transitional, Contingency) Legal fees, memberships, insurance, debt service Schedule 4 Budget Impact Schedule 4 presents an alternative high-level view of the budget projections that enables an assessment of the impact of the budget on the University s operation. It is organized to show aggregated year-over-year changes in revenue and expense. Section VII on budget impact provides further discussion of this schedule. Schedules 5 and 6 Allocations to Academic Divisions Schedule 5 contains a detailed summary of revenue attributions and deductions by division for Multi-year projections by division for the entire budget cycle are given in Schedule 6. These two schedules are discussed in more detail in Section VIII on divisional allocations. Page 12 of 75

155 V. Planning Assumptions for A complete list of updated assumptions on revenue and expense is given in Appendix C. The following is a summary of key assumptions. Revenue The budget projections are based on the most recent divisional enrolment plans and the information available about government funding. Enrolment increases will primarily take place at the graduate level. The University s graduate expansion calls for an increase of 4400 FTE (Full-Time Equivalent) students over the planning period. Full funding for the University s graduate expansion plans is assumed. Undergraduate enrolment is projected to increase by 100 students over the same period. This is the net result of a reduction in domestic undergraduate enrolment of 1100 students and an increase in international undergraduate enrolment of 1200 students. Full average funding for undergraduate expansion beyond is discounted by approximately $4M in It is assumed that funding will continue at this level until the final year of the budget period, when enrolment is projected to decrease further. Tuition fee increases are assumed to be 4.27% on average for domestic students and about 6% for international students each year. The Federal government has made changes to the allocation of Canada Research Chairs and the University s allocation has been reduced by 11 chairs. Projected revenue has been adjusted accordingly. Total revenue from indirect cost recovery on research grants and contracts is projected to remain essentially constant over the planning period. No assumptions have been made on increases in the IDC rate. The provincial Research Performance Fund will be terminated in However, the Ministry of Research and Innovation has indicated a commitment to funding indirect costs at 40%. The net effect is a slight reduction in provincial funding. Student Aid The University remains committed to its Policy on Student Financial Support and to the provincial government s Student Access Guarantee. Expenditures on student are estimated to rise by $4.3M in and by an average of $2M a year after that. The remainder of the student-aid budget is derived from government scholarship grants and allocations made by the divisions from their expense budgets. University-wide Expenditures Compensation increases for all university employees are assumed to be as per negotiated agreements. Beyond that, increases are assumed to be equal to CPI plus merit. Occupancy costs are projected to increase an average of 4.5% per year over the next five years. The increase is primarily a result of: utility costs, which are projected to remain unchanged in as a result of a decrease in utility prices offset by growth in volume. Utilities are projected to increase by 3% each year thereafter. Page 13 of 75

156 an allocation of funds over the next two years to improve the level of caretaking service; the continuation of building a utility infrastructure reserve over the next two years projected increases in salary and benefit costs (salary increases based on negotiated agreements, otherwise CPI plus PTR or merit); The costs of shared services and other general expenses are projected to increase an average of 3.4% per year over the next five years. The increase is primarily a result of: continuing support for shared services associated with graduate expansion and student experience projected increases in salary and benefit costs in administrative divisions; Central library expense will increase by $12M over the next five years. The increase is primarily a result of: approximately $1.1M per year for library acquisitions: projected increases in salary and benefit costs Consistent with the methodology of the new budget model, no further base allocations will be made from the Academic Initiatives Fund. Instead, multi-year one-time-only allocations will be made according to the needs of each project. VI Budget The previous section introduced a budget framework for the next five years. This section describes the revenue and expense components of the budget in more detail. Vl Revenue Total revenue is projected to increase by 5.2%, from $1,334M in to $1,404 in In addition, the budget includes $12M of provincial scholarship grants that have flowed to the University in prior years but had not been included in the budget before. Total revenue for is projected to be $1,416. (The 5.2% increase excludes the impact of the inclusion of government scholarship grants.) The main assumptions underlying these projections are: The budget projections do not include funding for capital expansion. The provincial government operating grants will not include an inflationary increase. The University will receive discounted operating funding for undergraduate enrolment growth over , a shortfall of $4.3M Enrolment in professional masters and doctoral stream programs will grow by 2321 eligible FTEs over levels. Page 14 of 75

157 Funding from the provincial Access to Higher Quality Education Fund remains constant. Clinical Education funding of $3M is included in the budget. Tuition fees in will rise by an average of 4.27% for domestic students and 6.6% for international students. Investment income will increase by $3M in as a result of an increase in average capital available, offset by a decrease in returns from UTAM invested funds and in other short-term investment rates. from other sources will increase by $0.6M, primarily as a result of increases in application fee revenue. Canada Research Chair revenue will decrease by $1.9M as a result of a reallocation of chairs by the federal government. Divisional income has been adjusted to reflect prior-year actual income and is offset by an equivalent increase in divisional expense. Divisional income is projected to decrease by $1M, as a result of a projected increase of $14M, offset by a decrease of $15M due to the transfer of services previously offered through IMG-Ontario now being provided by CEHPEA and HealthForceOntario's Access Centre for Internationally Educated Health Professionals. Vl Expenditures Total expenditure is projected to increase by 5.2%, from $1,334M in to $1,404 in In addition, the budget includes $12M of provincial scholarship grants that have flowed to the University in prior years but had not been included in the student aid budget before. Total expenditure for is projected to be $1,416. (The 5.2% increase excludes the impact of the inclusion of government scholarship grants.) This is after a $4M (2.8%) cost containment has been applied to the administrative divisions. Under the new budget model, academic divisions are responsible for their own increases in expense, including salary increases. They will implement internal cost containment measures according to their individual circumstances. The major factors contributing to increases in university-wide expenditure are: Shared Services Utility costs are projected to remain constant. This is a result of increased load, offset by favourable rates. The University continues to build the utilities infrastructure reserve, with an addition of $1.3M An additional $2.4M is provided for increased caretaking and annual maintenance costs, resulting from new space as well as planned improvements in caretaking service for academic programs. Page 15 of 75

158 An allocation of $0.8M is made toward deferred maintenance. Pension deficit amortization remains at the level of $27.3M. This amount includes the pension deficit amortization for both academic and administrative divisions. Compensation costs in administrative and academic service divisions are projected to rise by $4.3M. Salary increases are assumed to be as per negotiated agreements. Otherwise they are assumed to be CPI (2%) plus merit. The standard benefit rate is 22.5% for appointed employees and 10% for non-appointed employees. University-Wide Funds This section includes both academic and administrative funds. Note that previous budgetary allocations of $7.4M from these funds have been transferred to academic divisions. In addition, transfers have been made from funds to shared-service divisions. Academic Initiatives Fund: The University continues its academic planning initiative, guided by Stepping Up. No new awards have been made from this fund for Student Experience Fund: The Student Experience Fund will increase by $3.3M in This fund is intended to support both university-wide and divisional initiatives that aim to create a better learning environment and to enhance first-entry student life in general. The total funds available in are $9.9M. Provost s Contingency: The sum of $3M will be transferred to the Provost s Contingency fund in This fund is primarily available to assist academic divisions with unanticipated expenses. Transitional Fund: An amount of $3M is allocated to the Transitional Fund to support academic divisions as they transition to managing resources under difficult budget circumstances. Graduate Expansion Incentive Fund: This fund is intended to assist divisions achieve their targets for increased graduate enrolment and attract top applicants against increased competition. An allocation of $6.2M is made based on projected enrolment increases. Academic Services Fund: The sum of $1.5M will be transferred to the Academic Services fund from general university revenue in This fund supports such services as libraries (other than book acquisitions) and academic computing. Graduate Expansion Services: The additional amount of $1.9M will be used to extend shared services to support graduate enrolment growth. Information Technology: An additional amount of $2M is allocated to this fund to support University-wide information technology initiatives and upgrades, such as the electronic classroom project, the learning management system and the implementation of Exchange In addition, the University will be creating the position of a Chief Information Officer in , as a result of the Information Technology Services Review. Page 16 of 75

159 Administrative Priorities Fund: The sum of $3M is allocated to the Administrative Priorities Fund for new initiatives in administrative divisions. Allocations from this fund are guided by the recommendations of the Budget Planning and Priorities Committee. VIl. Budget Impact Schedule 4 of the budget (see Appendix B) presents a high-level view of the budget projections that is meant to provide an assessment of the impact of the budget on the University s operations. It provides a summary of year-over-year changes in revenue and expense, and shows the expendable funds available to the divisions after accounting for projected compensation increases. This view is helpful in assessing the extent to which expense containment measures are needed and how they may be apportioned between administrative and academic divisions. University revenues in , excluding divisional income and funds that flow to other institutions, will be $68.3M higher than in Of this, $11.5 is due to the inclusion of the provincial scholarship grants and is offset by an increase in student aid. Total expenses, including student aid, are projected to increase by $34.4M, before implementing the proposed cost containment for This figure includes salary increases in the administrative divisions, but does not account for salary increases in the academic divisions. According to the provisions of the new budget model, the latter are to be funded from the expense budgets of the academic divisions. Thus, the incremental net revenue available to the University in , without any expense reductions, is $33.9M Increases in compensation costs, graduate student support and capital debt-service support in the academic divisions are estimated to be about $50.5M in , based on budget assumptions and available enrolment and capital project estimates. This leaves a shortfall of $16.3M, which is the minimum amount of cost containment that needs to be implemented to maintain a balanced budget. Of this amount, $4M will be absorbed by the administrative divisions, as Schedule 2 of the budget shows. Academic divisions will need to reduce their internal expenditures by $12.6M to cover increased expenditures. Additional reductions in spending will be needed to cover other division-specific increases in operational costs and to cover individual shares of the accumulated deficit repayment. VIIl. Divisional Allocations This section describes the expense budgets for individual academic and administrative divisions. VIIl.1. Academic Divisions According to the methodology of the new budget model, the expense budget of an academic division consists of the Net Revenue of that division plus its share of the University Fund as determined by the Provostial review and the academic planning process. The Net Revenue is equal to the sum of all the revenues attributed to the Page 17 of 75

160 division less its contribution to the University Fund, student aid and the cost of shared services. Schedule 5 of Appendix B provides a summary of attributed revenues and expenses to all academic divisions. It also shows the University Fund allocations and the resulting expense budget subtotals for The total expense budgets for the academic divisions are generated after accounting for other adjustments and transfers, as detailed in Appendix F. Vlll.2. Administrative Divisions budgets for administrative divisions are determined following a review process. Recommended allocations take into account salary increases for and the need for cost containment in As salary increases for are not yet known, they are not included in divisional budgets. The funds needed are held centrally. The recommended allocations to administrative divisions for are summarized in Appendix F. Outer year allocations to administrative divisions will be reviewed annually by the Budget Planning and Priorities Committee. In some cases BPP recommends multi-year allocations. lx. Capital Project Funding Prior to 2001, academic capital projects were funded from a combination of campaign donations, Federal and Provincial government capital grant allocations, and the University s operating budget. Debt financing was restricted to resolving cash-flow shortfalls during construction of academic buildings. Debt was also routinely used to provide the majority of the cost of residence construction where the debt service charges were recovered from room rental revenue. The University Infrastructure Investment Fund (UIIF) was created as the vehicle through which operating budget funds are allocated to capital projects. Since 2001, it became clear that the traditional sources of funding were no longer sufficient to meet the capital construction demands driven by research initiatives and enrolment expansion. The 2001 update to the Long-Range Budget Guidelines ( ) provided $30M of funding to the UIIF in each of , and in the form of loans, with the debt service costs charged to the operating budget. Funding shortfalls in individual project budgets, after deployment of government, campaign and UIIF funding were to be the responsibility of the occupying divisions. This was the first recognition that capital construction of academic buildings could no longer be funded on a cash basis and that the use of debt financing would be necessary in the future. The Guidelines also argued for the evolution to a budget for expenditures on capital projects separate from the Operating Budget, but where the Operating Budget would be one source of revenue for the debt service charges associated with these projects. Capital Funds Summary This report on capital projects and the associated borrowing is intended to provide a comprehensive summary, encompassing construction projects for academic and Page 18 of 75

161 administrative divisions, residences, parking garages and space for student activities. Capital projects are approved separately and are presented in this report for information only. All capital projects that have been approved by Governance have been incorporated in this summary, including those where the approval to proceed is conditional on raising campaign donations. Appendix E, Table 1 depicts the total current costs of all approved capital projects to date. It illustrates the past and the most recently approved capital requirements for all academic, non-academic and ancillary projects and outlines their major funding sources. The total approved project costs to for the University amounted to $1.16B. The University of Toronto will undertake approximately $151.5M in new capital projects, raising its total capital project costs to just over $1.3B. Appendix E, Table 2 presents a detailed summary of the most recently approved capital projects, showing various sources of funding. Of the total $151.5M in new projects, $9M will receive central funding, $38.88M will be funded from the divisional operating budgets, and $103.97M from other sources such as donations and the provincial government. The table also shows the approved borrowing related to new capital projects, totalling $58.1M. Page 19 of 75

162 Appendix A Shadow Budget Update to Actuals The transition process that was adopted and used was based on the preparation of a Shadow Budget for fiscal year based on the new model. The budget for that year was presented to and approved by Governing Council in the spring of 2006 based on the old budget model. The Shadow Budget was prepared under the new model in such a way as to yield exactly the same budgetary allocation to each division as that division has received under the old model. This was possible because of the flexibility afforded by the University Fund. Each division received a University Fund allocation in the Shadow Budget that brought its net expense budget in to the same level as its actual budget. The University Fund allocation made in the Shadow Budget captures the aggregated history of budgetary allocations to each division, represented in the language of the new budget model. To maintain historical integrity, it will be used as a reference in making future University Fund allocations, and as such, has been dubbed the University Fund Reference Level. Barring extraordinary circumstances, no division will receive a University Fund allocation in future years that is lower than its Reference Level. Preliminary calculations of the Reference Level for each division were first made based on the budgeted revenues and expenses for and were included in the Budget Report of Actual revenues and expenses for that transition year became known in May of 2007, after end-of-year accounting was completed and the University s financial report for was released. Because of their important role as a record of the budget history of the academic divisions, the Reference Levels for University Fund allocations were updated based on end-of-year results. The final values are given in Table A2. Most of the expendable funds available to the divisions were allocated in the budget report. Additional funds were flowed to the divisions during the year, mostly based on revenue-sharing agreements for government grants and tuition. Table A1 shows these two components and the resulting total expense allocation for each division. A summary of the Shadow Budget, updated to actuals, as derived according to the new budget model is given in Table A2. Columns A to D show the gross revenue attributed to each division, the division s contribution to the University Fund pool and its share of university-wide expenses and the centrally-administered portion of the student aid budget. s in exceeded revenues by $8.9M. Each division s share of this deficit, which is shown in column E, must be added to its net revenue to arrive at its proper shadow expense budget. The Net Revenue in column F is equal to gross revenue less the deductions in columns B, C, D and E. Page 20 of 75

163 The next step in the development of the Shadow Budget was to determine the University Fund allocation needed to bring the divisional expense budgets to exactly the same level shown in Table A1. The University Fund allocation needed to align the two budgets is now given by: UF allocation = Total expense budget, adjusted to actuals (column K) Net Revenue (F) The resulting total expense budget under the Shadow Budget (column H) is exactly the same as the total budgeted funds under the previous budget model (column K). Page 21 of 75

164 Table A1. Total Divisional Budgets in (Adjusted to Actuals) DIVISION Net Budget as per Budget Report In Year Allocations (Actuals) Total Divisional Budget, adjusted to actuals (I) (J) (K = I + J) Arts & Science (incl. Colleges) 186,374,932 33,702, ,077,360 UTSC 66,354,303 12,410,887 78,765,190 UTM 64,060,811 11,737,446 75,798,257 Dentistry 17,551,616 5,403,529 22,955,145 Medicine 72,551,976 22,551,371 95,103,347 Nursing 8,632, ,035 9,439,444 Pharmacy 10,154, ,148 10,594,222 Physical Education & Health 3,465, ,357 3,899,172 Applied Science & Engineering 54,558,928 10,344,176 64,903,104 Architecture 4,630, ,135 5,059,353 OISE/UT 1 11,772,799 35,543,782 47,316,581 Forestry 2,767, ,357 3,356,230 Law 13,855,421 3,978,328 17,833,749 Information Studies 4,654,616 1,396,285 6,050,901 Music 7,843,226 1,476,480 9,319,706 Social Work 4,656,907 1,258,480 5,915,387 Management 29,694,175 6,431,779 36,125,954 Transitional Year Programme 1,340,594 89,466 1,430,060 Graduate Institutes & Centres 4,642, ,581 5,195,690 Total $ 569,562,802 $ 149,576,051 $ 719,138,853 1 OISE in-year allocation includes $28.2M transfer from divisional revenue to university-wide revenue as a result of the end of the integration agreement Page 22 of 75

165 Table A2. Restated Shadow Budget for Under New Model (Adjusted to Actuals) DIVISION Attributed Operating Revenue 10% Contribution to University Fund Share of University- Wide Student Aid Set- Aside Share of Deficit Net Revenue University Fund Allocation Budget (A) (B) (C) (D) (E) (F = A-B-C-D+E) (G = K - F) (H) Arts & Science (incl. Colleges) 366,500,419 33,622, ,531, ,091,752 2,967, ,222,593 21,854, ,077,360 UTSC 115,582,995 11,259,217 17,478, ,965, ,773 81,815,659 (3,050,469) 78,765,190 UTM 113,972,985 11,052,557 18,920,292 5,674, ,738 79,248,604 (3,450,348) 75,798,257 Dentistry 22,330,791 1,935,664 7,728, , ,793 11,890,261 11,064,884 22,955,145 Medicine 156,987,625 12,541,031 65,068,947 7,362,189 1,270,989 73,286,447 21,816,900 95,103,347 Nursing 14,101,004 1,284,212 4,293, , ,163 7,900,269 1,539,175 9,439,444 Pharmacy 22,379,392 2,036,120 7,133,332 1,825, ,186 11,565,171 (970,949) 10,594,222 Physical Education & Health 7,123, ,379 2,397, ,298 57,676 3,721, ,664 3,899,172 Applied Science & Engineering 118,826,327 10,066,369 41,180,986 7,729, ,031 60,811,647 4,091,457 64,903,104 Architecture 5,012, ,499 1,797, ,531 40,585 2,414,700 2,644,653 5,059,353 OISE/UT 2 57,267,909 5,300,059 15,677,142 3,934, ,647 32,819,739 14,496,842 47,316,581 Forestry 2,555, ,443 1,651, ,356 20, ,873 2,730,357 3,356,230 Law 18,632,758 1,635,694 4,939,328 1,231, ,853 10,976,839 6,856,910 17,833,749 Information Studies 7,159, ,152 2,449, ,823 57,963 3,731,096 2,319,805 6,050,901 Music 10,237, ,278 3,541,051 1,001,333 82,881 4,820,325 4,499,382 9,319,706 Social Work 8,365, ,176 2,344, ,059 67,730 4,825,311 1,090,076 5,915,387 Management 44,026,248 3,983,637 9,110,695 1,310, ,441 29,978,166 6,147,788 36,125,954 Transitional Year Programme 516,685 42, , ,875 4,183 (28,978) 1,459,038 1,430,060 Graduate Institutes & Centres 4,454, ,702 2,245, ,228 36,064 1,708,656 3,487,035 5,195,690 Total 1,096,033,940 98,804, ,874,656 61,894,042 8,873, ,333,885 98,804, ,138,853 Page 23 of 75

166 Appendix B Schedule 1 Long Range Budget Guidelines to ($ millions) Budget Model Summary Assump.# Projection of Operating Revenue Provincial Operating Grants 4-9 $ $ $ $ $ $ Tuition Fees 10, Subtotal Grants plus Fees 1, , , , , ,282.5 Investment 12, Amortization of Investment Losses Other Subtotal - Revenue for University Fund Contribution 1, , , , , ,325.3 Endowment Revenue for Chairs and Student Aid Provincial Scholarship Grants Canada Research Chairs Indirect Cost Recovery on Research Grants and Contracts Subtotal General University Revenue 1, , , , , ,456.1 Divisional - Government Grants Divisional - Student Fees Divisional - Ancillary Fees Divisional - External Revenue Subtotal Divisional Revenue Total Operating Revenue $ 1,334.4 $ 1,415.5 $ 1,473.8 $ 1,533.8 $ 1,584.7 $ 1,634.9 Page 24 of 75

167 Appendix B Schedule 1 Long Range Budget Guidelines to ($ millions) Projection of Operating Expenditures Assump.# University Wide Student Aid Set-Aside 23 $ 62.5 $ 90.1 $ 92.2 $ 94.6 $ 97.1 $ 99.7 Flow-through to Other Institutions (Hospitals, Colleges, TST) Shared Services see schedule 2 Occupancy Costs (Cost Bin 1) Shared Services University-wide General (Cost Bin 12) Central Library (Cost Bin 8) Federated Block Grant Sub-total Academic Divisions Academic Budget (excluding University Fund University Fund Pension Amortization (Cost Bin 6) Academic Funds (Cost Bin 11) Sub-total , , , , ,156.6 Total Expenditure $ 1,334.4 $ 1,415.5 $ 1,473.8 $ 1,533.8 $ 1,584.7 $ 1,634.9 Annual Planned Deficit Accumulated deficit per Financial Statements $ (66.3) (66.3) Projected current year deficit over budget level Projected recovery of new space costs Repayment of accumulated deficit Projected accumulated deficit, end of year (55.1) (43.9) (32.7) (21.5) (10.3) - Page 25 of 75

168 Long Range Budget Guidelines to Incremental Expenditure Summary of University Wide Appendix B Schedule 2 Year-Over-Year Increases Assump.# University-Wide University Wide, Beginning of Year $ $ $ $ $ Contractual Obligations Federated Block Grant Utilities 25 (4.4) Prior year budget adjustments and other expenses approved by Budget Planning & Priorities (1.7) (0.1) 0.7 Pension Deficit Amortization Capital and Maintenance Facilities and Services: Caretaking, Annual Maintenance Utilities Infrastructure Reserve Operating Fund Debt Service Support of Capital Budget Deferred Maintenance Funding Funding for Administrative/Academic Service Divisions Library Acquisitions Student Aid: transfer from costs bins to student aid line 32 (3.5) Research Reserve: transfer to academic divisions 33 (4.8) (3.2) Cost of Compensation Settlements (incl. benefits) Containment Requirement (4.0) (4.0) (3.0) (2.0) (1.0) (1.0) University-Wide Funds Academic Initiatives Fund (AIF) (0.5) (0.5) (5.5) - - Student Experience Fund (6.6) Provost's Contingency Transitional Funding - Academic Allocation of funds to academic divisions 39 (7.4) Graduate Expansion Incentive Fund (8.8) - - Academic Service Initiatives Graduate Expansion - University-Wide Services Information Technology Initiatives and Upgrades Administrative Priorities University Wide, End of Year $ $ $ $ $ Page 26 of 75

169 Cost Bins to Appendix B Schedule 3 Bin # Shared Services Occupancy $ 84.5 $ 88.3 $ 92.2 $ 96.4 $ $ Information Technology University Management Financial Management Human Resources University Advancement Central Library Research Administration Student Recruitment, Registrarial & Services University-wide General Direct - Federated Block Grant Sub-total Academic 11 University-wide Academic Pension Amortization (academic portion) Total University Wide $ $ $ $ $ $ Page 27 of 75

170 Appendix B Schedule 4 Budget Impact to Revenue Increase in revenue (excluding divisional income) $ 40.8 $ 69.6 $ 55.0 $ 56.7 $ 47.5 $ 46.6 Less: increase in revenue flowing to other institutions (0.6) (1.3) (0.8) (0.6) (0.6) (0.5) Revenue available to University A Increase in shared services and academic fundsprior to cost containment (0.1) Increase in Student Aid (operating and endowed) Total B Net new revenue available to academic divisions C= A-B Estimated cost increases for academic divisions: compensation, graduate expansion, capital projects (07-08 incl only compensation) D Total expense containment required E=C-D $ (17.3) $ (16.6) $ (3.2) $ 17.2 $ (6.3) $ (9.3) Annual repayment of accumulated deficit (not cumulative) F Annual repayment assigned to administrative divisions Annual repayment assigned to academic divisions Page 28 of 75

171 Appendix B Schedule 5 Summary of Projected Revenue and Allocations for DIVISION Attributed Operating Revenue 10% Contribution to University Fund Share of University Wide Student Aid Set- Aside Net Revenue less: Revenue in Restricted Funds and Div Adjusted Net Revenue University Fund Allocation Budget (A) (B) (C) (D) (E = A-B-C-D) (F) (G=E-F) (H) (I = G+H)) Arts & Science (incl. Colleges) 399,368,456 36,357, ,839, ,531, ,639, ,196, ,442,936 24,086, ,529,246 UTSC 129,484,655 12,515,448 21,338, ,453, ,177, ,224,166 86,953,556 (807,798) 86,145,757 UTM 130,541,605 12,615,632 22,885,612 7,086,924 87,953,438 1,268,303 86,685,135 (1,022,403) 85,662,731 Dentistry 24,801,262 2,161,104 9,271,890 1,443,782 11,924,486 1,698,012 10,226,474 11,712,829 21,939,303 Medicine 171,884,597 13,805,574 71,105,854 14,023,151 72,950,018 12,733,144 60,216,874 22,020,344 82,237,218 Nursing 15,341,445 1,401,375 5,188,963 1,010,865 7,740, ,548 7,304,694 1,845,123 9,149,817 Pharmacy 25,827,336 2,352,585 7,474,593 2,279,046 13,721, ,434 13,140,677 (358,750) 12,781,927 Physical Education & Health 8,282, ,663 2,627, ,439 4,311,409 7,184 4,304, ,644 4,560,869 Applied Science & Engineering 132,333,400 11,193,761 44,307,203 11,166,550 65,665,886 9,102,526 56,563,360 5,358,009 61,921,369 Architecture 6,772, ,827 2,324, ,134 3,292, ,169 3,191,814 2,668,415 5,860,229 OISE/UT 65,400,539 6,016,410 18,053,091 4,675,568 36,655,470 2,216,581 34,438,889 14,893,315 49,332,204 Forestry 2,963, ,664 1,809, , , , ,856 2,881,314 3,077,170 Law 20,097,468 1,738,539 5,413,476 3,701,290 9,244,163 1,048,882 8,195,281 6,906,233 15,101,514 Information Studies 9,862, ,877 3,001, ,654 5,308, ,406 5,048,949 2,445,012 7,493,961 Music 13,251,812 1,209,691 4,422,266 1,471,611 6,148, ,974 6,045,270 4,770,645 10,815,915 Social Work 10,709, ,261 2,470, ,610 6,536, ,438 6,019,443 1,196,147 7,215,590 Management 56,079,110 5,166,180 11,593,096 2,820,780 36,499,053 2,809,350 33,689,704 6,714,576 40,404,279 Transitional Year Programme 625,148 46, , ,689 32, ,955 1,462,391 1,494,347 Graduate Institutes & Centres 5,430, ,389 2,317, ,769 2,264, ,576 2,007,945 3,491,159 5,499,104 Total 1,229,059, ,519, ,826,047 90,088, ,625,709 49,922, ,703, ,519, ,222,553 Flow-through to Jt. Progr. and TST 7,411,776 7,411,776 7,411,776 Flow-through to hospitals for CRCs 13,900,000 13,900,000 13,900,000 Total 1,250,371, ,519, ,826,047 90,088, ,937,485 49,922, ,703, ,519, ,534,329 1 The 10% contribution to the UF is calculated on a sub-set of total attributed revenue in column A. 2 I ncludes student aid in the operating fund (administered central through admissions & Awards) and student aid which is administered through restricted funds, but reflected in the operating fund. Page 29 of 75

172 Long Range Academic Divisional Projections Appendix B Schedule 6 Arts & Science Attributed Revenue 377,928, ,368, ,395, ,418, ,214, ,788,376 Deductions 1 (181,159,384) (197,729,262) (203,304,051) (204,907,056) (210,221,057) (215,731,456) Revenue adjustments 2 (15,512,789) (15,196,258) (15,379,688) (15,465,791) (15,526,656) (15,317,595) University Fund Allocation 3 20,483,144 24,086,310 24,086,310 24,086,310 24,086,310 24,086,310 Budget 201,739, ,529, ,797, ,132, ,553, ,825,636 UTSC Attributed Revenue 120,022, ,484, ,319, ,869, ,203, ,803,375 Deductions 1 (38,165,264) (41,306,933) (42,372,746) (42,374,295) (43,468,862) (44,669,567) Revenue adjustments 2 (1,078,528) (1,224,166) (1,234,011) (1,238,932) (1,238,912) (1,234,128) University Fund Allocation 3 (827,043) (807,798) (807,798) (807,798) (807,798) (807,798) Budget 79,951,669 86,145,757 89,905,154 93,448,712 95,687,710 99,091,882 UTM Attributed Revenue 123,758, ,541, ,781, ,839, ,199, ,033,227 Deductions 1 (40,733,333) (42,588,168) (44,472,742) (45,335,783) (47,708,135) (49,693,703) Revenue adjustments 2 (1,197,716) (1,268,303) (1,278,311) (1,283,089) (1,283,898) (1,280,266) University Fund Allocation 3 (2,895,263) (1,022,403) (1,022,403) (1,022,403) (1,022,403) (1,022,403) Budget 78,931,916 85,662,731 95,007, ,197, ,185, ,036,855 Dentistry Attributed Revenue 21,396,741 24,801,262 25,712,972 27,111,413 28,226,313 29,421,161 Deductions 1 (11,263,802) (12,876,776) (13,397,166) (13,545,503) (13,986,277) (14,520,045) Revenue adjustments 2 (1,648,945) (1,698,012) (1,724,401) (1,728,045) (1,742,879) (1,699,173) University Fund Allocation 3 10,784,447 11,712,829 11,712,829 11,712,829 11,712,829 11,712,829 Budget 19,268,442 21,939,303 22,304,234 23,550,694 24,209,986 24,914,772 Notes: 1. Includes: UF contribution, student aid set-aside and university-wide costs 2. Adjustments to reflect revenue included in restricted funds and divisional income 3. Includes reference level, incremental OTO allocations for and Flatlined for outer years. Page 30 of 75

173 Long Range Academic Divisional Projections Appendix B Schedule 6 Medicine Attributed Revenue 164,339, ,884, ,035, ,286, ,090, ,566,873 Deductions 1 (89,036,590) (98,934,579) (101,103,078) (100,657,107) (102,896,562) (105,277,571) Revenue adjustments 2 (11,902,997) (12,733,144) (12,412,129) (12,459,058) (12,548,739) (12,220,008) University Fund Allocation 3 25,463,273 22,020,344 22,020,344 22,020,344 22,020,344 22,020,344 Budget 88,863,023 82,237,218 84,540,508 89,190,383 90,665,466 91,089,639 Nursing Attributed Revenue 14,712,759 15,341,445 16,204,195 16,884,940 17,458,743 17,932,017 Deductions 1 (6,550,383) (7,601,203) (7,812,648) (7,878,747) (8,111,672) (8,326,019) Revenue adjustments 2 (267,610) (435,548) (439,726) (443,703) (443,627) (441,496) University Fund Allocation 3 1,580,306 1,845,123 1,845,123 1,845,123 1,845,123 1,845,123 Budget 9,475,072 9,149,817 9,796,944 10,407,612 10,748,567 11,009,625 Pharmacy Attributed Revenue 24,687,544 25,827,336 27,011,994 28,338,409 29,477,673 30,553,483 Deductions 1 (12,535,377) (12,106,224) (12,524,606) (12,746,714) (13,196,075) (13,664,523) Revenue adjustments 2 (727,395) (580,434) (585,337) (587,394) (587,956) (586,424) University Fund Allocation 3 (580,025) (358,750) (358,750) (358,750) (358,750) (358,750) Budget 10,844,746 12,781,927 13,543,300 14,645,550 15,334,891 15,943,785 PE&H Attributed Revenue 7,264,772 8,282,659 8,778,992 9,177,407 9,633,235 9,890,724 Deductions 1 (3,627,198) (3,971,250) (4,129,542) (4,264,524) (4,449,728) (4,596,917) Revenue adjustments 2 (5,717) (7,184) (7,215) (7,245) (7,277) (7,308) University Fund Allocation 3 60, , , , , ,644 Budget 3,691,910 4,560,869 4,898,880 5,162,282 5,432,875 5,543,143 Notes: 1. Includes: UF contribution, student aid set-aside and university-wide costs 2. Adjustments to reflect revenue included in restricted funds and divisional income 3. Includes reference level, incremental OTO allocations for and Flatlined for outer years. Page 31 of 75

174 Long Range Academic Divisional Projections Appendix B Schedule 6 APSE Attributed Revenue 125,233, ,333, ,830, ,714, ,010, ,658,084 Deductions 1 (62,755,042) (66,667,513) (68,493,006) (69,133,363) (70,508,712) (72,419,389) Revenue adjustments 2 (8,196,324) (9,102,526) (9,188,805) (9,387,697) (9,430,614) (9,354,141) University Fund Allocation 3 4,587,161 5,358,009 5,358,009 5,358,009 5,358,009 5,358,009 Budget 58,869,213 61,921,369 63,506,970 67,551,112 67,428,784 69,242,563 Architecture & L.D Attributed Revenue 5,422,631 6,772,902 6,545,392 6,456,159 7,089,372 7,285,909 Deductions 1 (2,974,018) (3,479,919) (3,504,593) (3,529,101) (3,630,272) (3,703,056) Revenue adjustments 2 (101,148) (101,169) (101,169) (101,169) (101,169) (101,169) University Fund Allocation 3 2,636,437 2,668,415 2,668,415 2,668,415 2,668,415 2,668,415 Budget 4,983,902 5,860,229 5,608,046 5,494,305 6,026,347 6,150,099 OISE/UT Attributed Revenue 58,304,947 65,400,539 69,202,988 71,607,463 73,227,643 74,480,061 Deductions 1 (25,417,289) (28,745,069) (29,824,780) (30,060,991) (30,948,791) (31,709,696) Revenue adjustments 2 (1,998,316) (2,216,581) (2,219,226) (2,221,361) (2,223,237) (2,224,743) University Fund Allocation 3 13,508,920 14,893,315 14,893,315 14,893,315 14,893,315 14,893,315 Budget 44,398,262 49,332,204 52,052,297 54,218,426 54,948,929 55,438,937 Forestry Attributed Revenue 2,875,785 2,963,828 3,157,300 3,396,136 3,494,613 3,675,924 Deductions 1 (2,291,641) (2,403,470) (2,471,030) (2,538,610) (2,624,506) (2,725,121) Revenue adjustments 2 (339,470) (364,502) (370,294) (377,238) (377,302) (374,463) University Fund Allocation 3 2,636,771 2,881,314 2,881,314 2,881,314 2,881,314 2,881,314 Budget 2,881,445 3,077,170 3,197,289 3,361,602 3,374,119 3,457,653 Notes: 1. Includes: UF contribution, student aid set-aside and university-wide costs 2. Adjustments to reflect revenue included in restricted funds and divisional income 3. Includes reference level, incremental OTO allocations for and Flatlined for outer years. Page 32 of 75

175 Long Range Academic Divisional Projections Appendix B Schedule 6 Law Attributed Revenue 19,921,455 20,097,468 21,270,582 22,764,812 24,066,931 25,370,605 Deductions 1 (8,398,788) (10,853,305) (11,214,350) (11,442,201) (11,852,768) (12,317,053) Revenue adjustments 2 (834,669) (1,048,882) (1,070,902) (1,068,662) (1,081,846) (1,037,495) University Fund Allocation 3 7,186,439 6,906,233 6,906,233 6,906,233 6,906,233 6,906,233 Budget 17,874,438 15,101,514 15,891,563 17,160,182 18,038,549 18,922,289 Information Studies Attributed Revenue 8,135,659 9,862,529 11,197,142 12,980,229 14,507,861 15,321,856 Deductions 1 (3,876,904) (4,554,174) (4,824,104) (5,163,501) (5,553,425) (5,937,435) Revenue adjustments 2 (250,659) (259,406) (261,900) (263,005) (263,099) (262,033) University Fund Allocation 3 2,208,071 2,445,012 2,445,012 2,445,012 2,445,012 2,445,012 Budget 6,216,167 7,493,961 8,556,150 9,998,734 11,136,350 11,567,400 Music Attributed Revenue 11,918,176 13,251,812 13,760,030 14,338,440 14,458,920 14,706,209 Deductions 1 (6,232,365) (7,103,568) (7,307,799) (7,525,976) (7,727,676) (7,964,183) Revenue adjustments 2 (922) (102,974) (102,974) (102,974) (102,974) (102,974) University Fund Allocation 3 4,233,641 4,770,645 4,770,645 4,770,645 4,770,645 4,770,645 Budget 9,918,530 10,815,915 11,119,903 11,480,136 11,398,916 11,409,697 Social Work Attributed Revenue 9,345,531 10,709,780 11,247,976 11,459,519 11,652,781 11,812,453 Deductions 1 (4,003,194) (4,172,899) (4,280,587) (4,341,952) (4,466,228) (4,548,575) Revenue adjustments 2 (604,330) (517,438) (517,558) (517,680) (517,803) (517,927) University Fund Allocation 3 1,166,538 1,196,147 1,196,147 1,196,147 1,196,147 1,196,147 Budget 5,904,546 7,215,590 7,645,978 7,796,034 7,864,898 7,942,099 Notes: 1. Includes: UF contribution, student aid set-aside and university-wide costs 2. Adjustments to reflect revenue included in restricted funds and divisional income 3. Includes reference level, incremental OTO allocations for and Flatlined for outer years. Page 33 of 75

176 Long Range Academic Divisional Projections Appendix B Schedule 6 Management Attributed Revenue 47,494,629 56,079,110 61,856,823 71,255,731 81,326,143 92,843,595 Deductions 1 (17,019,600) (19,580,056) (20,530,382) (21,697,473) (23,391,587) (25,559,745) Revenue adjustments 2 (2,599,942) (2,809,350) (2,811,460) (2,811,220) (2,812,474) (2,808,157) University Fund Allocation 3 6,659,087 6,714,576 6,714,576 6,714,576 6,714,576 6,714,576 Budget 34,534,174 40,404,279 45,229,557 53,461,613 61,836,658 71,190,269 Trans. Year. Prog Attributed Revenue 544, , , , , ,707 Deductions 1 (583,874) (592,974) (607,097) (650,023) (669,053) (691,063) Revenue adjustments 2 - (220) (220) (220) (220) (220) University Fund Allocation 3 1,546,989 1,462,391 1,462,391 1,462,391 1,462,391 1,462,391 Budget 1,507,786 1,494,347 1,493,742 1,470,277 1,469,611 1,475,815 SGS (Inst. & Centres) Attributed Revenue 4,936,834 5,430,930 5,839,203 6,294,511 6,699,876 6,987,768 Deductions 1 (3,106,467) (3,166,410) (3,263,991) (3,336,326) (3,465,059) (3,592,413) Revenue adjustments 2 (177,193) (256,576) (257,838) (259,113) (260,400) (261,700) University Fund Allocation 3 3,325,324 3,491,159 3,491,159 3,491,159 3,491,159 3,491,159 Budget 4,978,498 5,499,104 5,808,533 6,190,232 6,465,576 6,624,814 Incremental University Funds Available to be Allocated 6,755,250 5,425,633 5,430,454 4,513,641 4,524,093 Notes: 1. Includes: UF contribution, student aid set-aside and university-wide costs 2. Adjustments to reflect revenue included in restricted funds and divisional income 3. Includes reference level, incremental OTO allocations for and Flatlined for outer years. Page 34 of 75

177 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line 1 Period of Budget Guidelines 2 Format of Budget Guidelines 3 General Rate of Inflation (CPI) Revenue Assumptions Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March to to to CPI assumed to be 2.0% annually. While the CPI for was greater than 2%, the projections from the Provincial and Federal Governments and the Institute for Policy Analysis range between 1.97 and 2.04 for the period Updated CPI projections from 3 economic forecasting agencies indicate that 2% remains an appropriate assumption. The format of the LRBG has been revised to reflect the transition to the new budget model. The format of the LRBG continues to be refined to reflect the transition to the new budget model. No change No change No change 2%. 4 Domestic U/G Enrolment Enrolment is assumed to follow the plans described as Phases 1 and 2 in Update on Enrolment Expansion, which has received Governing Council approval. A further increase of 750 was added in Phase 3 of this plan. Two additional increases in intake of 750 and 85 students in were included in the March 2003 and April 2003 Enrolment Target Agreements with the Provincial Government. Enrolment will continue to grow according to plan to as a result of the flow through of the double cohort. In and beyond, domestic undergraduate enrolment will decline as a result of a planned reduction in overall total undergraduate enrolment. At the same time there will be increase in international enrolment (see #4.) Minor adjustments in domestic undergraduate enrolment projections to reflect most recent divisional plans. Enrolment is assumed to decrease by approximately 2500 students by the end of the planning period, reflecting the most recent divisional plans. Enrolment is assumed to decrease by approximately 1100 students by the end of the planning period, reflecting the most recent divisional plans Page 35 of 75

178 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March International U/G Enrolment International enrolment intake assumptions will be maintained at least at the level. In international enrolment increased. Flow through of this increase is reflected in outer year projections. International enrolment intake assumptions have been updated to reflect higher the level. Additional growth beyond this level is projected for some divisions. International undergraduate enrolment projections have been updated to reflect most recent divisional plans. Growth is planned for some divisions. International undergraduate enrolment projections have been updated to reflect most recent divisional plans. Plans call for an increase of about 1500 students by the end of the planning period. International undergraduate enrolment projections have been updated to reflect most recent divisional plans. Plans call for an increase of about 1200 students by the end of the planning period. 6 Graduate Enrolment For the purposes of budget projections, modest growth has been assumed. Domestic and international doctoral stream enrolment targets and revenue sharing arrangements will be negotiated as part of new Divisional plans. For the purposes of budget projections, modest growth has been assumed. Domestic and international doctoral stream enrolment targets and revenue sharing arrangements will be negotiated as part of new Divisional plans. The Provincial Government announced in the May 2005 budget that additional funding will be provided for graduate expansion. Graduate enrolment in professional masters and doctoral stream programs is assumed to grow by 4400 eligible FTEs by Graduate enrolment is assumed to increase as per most recent divisional plans. The total planned increase in graduate enrolment in is 2,330 FTEs, relative to This is composed of 2140 eligible FTEs and 150 international FTEs. Graduate enrolment is assumed to increase as per most recent divisional plans. The total planned increase in graduate enrolment in is 3590 FTEs, relative to This is composed of 3290 domestic FTEs and 300 international FTEs. Of the 3590 total, 3247 are eligible FTEs. It is assumed that the University will receive allocations in Phase 2 of the program to provide full funding for the planned expansion. Page 36 of 75

179 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Government Operating Grants It is assumed that Government will continue to provide full funding for increased enrolment associated with the double cohort and its flow through the system. Funding per student will be held at the same level as in , but beyond , the revenue from Government Operating Grants will increase year over year by CPI to cover increased costs. This increase will be in addition to any revenue from enrolment increases. It is also assumed that there will be no change in the cap on graduate funding over the period of the guidelines. As a result, some graduate BIUs will continue to be unfunded. Only tuition revenue will be realized for any increase in graduate enrolment. Undergraduate Accessibility Fund projections have been updated to reflect the latest enrolment projections. The Provincial Government announced in the March 2004 budget that the ATOP fund would be reduced by approximately 12%. The university s portion is projected to decrease in and beyond from $10.2M to $9.0. The OGSST grant ($1.7M) and the Special Medical Research Grant from the Ministry of Health and Long term Care ($3.5M) are projected to end in Undergraduate Accessibility Fund projections have been updated to reflect the latest enrolment plans. Graduate Accessibility Fund Projections have been updated to reflect planned expansion of ($62M by ) Unfunded BIUs will be funded by MTCU over the next three years. Undergraduate Accessibility Fund projections have been updated to reflect the latest enrolment projections. Full average funding is assumed. Graduate Accessibility Fund projections have been updated to reflect divisional plans. The annual incremental grant for graduate expansion is projected at: $21M in 07-08, $14M in 08-09, $12M in 09-10, $7M in and $4M in OGSST of $1.6M projected to end after Graduate and Medical capital expansion grants are not included in the operating budget. Undergraduate Accessibility Fund projections have been updated to reflect the latest enrolment projections. Full average funding for undergraduate expansion beyond is discounted by approximately $4M in It is assumed that funding will continue at this level until the final year of the budget period, when enrolment is projected to decrease. Clinical Education funding of $3M is included, starting Graduate Accessibility Fund projections have been updated to reflect divisional plans. See also assumption #6 for more detail. Page 37 of 75

180 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March 2008 No further quality funding is projected. 8 Ontario Quality Assurance/Quality Improvement Fund The Double Cohort Quality Assurance Fund will be maintained at the levels announced last year. The University will receive its pro-rata share of this Fund, starting at $14.7M in and rising to steady state of $39.1M by The Provincial Government announced in the March 2004 budget that the Quality Assurance Fund would be capped at levels ($14.7M for UofT). The University assumes that the provincial government will announce new funding to replace the Quality Assurance Fund to achieve the steady state planned amount of $39.1M by The Provincial Government announced in the May 2005 budget the creation of the Quality Improvement Fund to replace the capped Quality Assurance Fund. Projections have been estimated based on information currently available ($63M by ). a) Correction of per student funding is assumed to continue at $8.3M for and beyond b) general quality funding is projected at $17M in and $18.2 beyond c) No further quality funding included in projections 9 MD Expansion and Enhancement Grant The Provincial Government has announced that it will provide additional funding for 98 new undergraduate medical students by In addition, enhancement funding will be provided on the 84 previous expansion spaces. Total MD grant revenue for the 2 phases of expansion plus the enhancement is projected to reach $9M by No change. No change Page 38 of 75

181 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Tuition Fee Rates: Domestic Fees in all programs are assumed to be frozen in and at levels. However, flow through of previous increases is allowed. Fees to be increased by CPI (estimated to be 2%) in and beyond. Fees in all programs are assumed to be frozen in and at levels. However, flow through of previous increases is allowed. Fees to be increased by CPI (estimated to be 2%) in and beyond. As a result of the Provincial Government s release of the new multi-year tuition policy framework, tuition fees are assumed to increase on average approximately 4.1% per year for and beyond. Tuition fees have been updated to the latest draft tuition fee schedule. Tuition fees are assumed to increase on average 4.28% in Tuition fees have been updated to the latest draft tuition fee schedule. Tuition fees are assumed to increase on average 4.27% in Tuition Fee Rates: International A new tuition fee schedule for international students will be introduced, with a 5% increase in and further increases in A new tuition fee schedule for international students will be introduced, with a median increase in of 23 %. In it is assumed international fees will increase by 5%. In and beyond, the increase assumption remains unchanged at 2%. International tuition fees are assumed to increase by 5% per year in and beyond. Tuition fees have been updated to the latest draft tuition fee schedule. Tuition fees are assumed to increase on average approximately 5% in Tuition fees have been updated to the latest draft tuition fee schedule. Tuition fees are assumed to increase on average approximately 6.6% in Page 39 of 75

182 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Investment UBS Cash-in-Action: 2.93%for and beyond Investments managed by UTAM: 4.5% for and beyond loans with signed agreements: 5.76% for , 6.11% for , 6.31% , 6.34% for and beyond. UBS Cash-in-Action: 2.93%for and beyond Investments managed by UTAM: 4.5% for and beyond loans with signed agreements: 5.76% for , 6.11% for , 6.31% , 6.34% for and beyond. Investment income is projected to increase as compared to projections made a year ago. The increase is due to: increase in average capital available for investing and decrease in distribution to participants, offset by lower investment rates of return. Total rates of return: 3.74% for , 4.57 for , 4.71% for and 4.88% for Investment income is projected to increase as compared to projections made a year ago. The increase is due to: increases in short-term and UTAM returns, increase in average capital available for investing, improved ancillary services projections, slower cash outflow projections, offset by an increase in distribution to participants due to increase of the 3-month T-bill rate which is used to calculate the distribution. Total rates of return: 4.72% for , 4.91% for , 4.99% for , 5.02% for and 5.03 for Investment income is projected to increase as compared to projections made a year ago. The increase is due to: decreases in short-term and UTAM returns, offset by an increase in average capital available for investing and by an increase in distribution to participants due to increase of capital balances of funds invested and the Provostial ad hoc approval of interest to be provided to two research funds (SciNet and MRI). Total rates of return: 4.33% for , 4.57% for , 4.54% for , 4.62 for and 4.68% for Amortization of Investment Losses The recent market loss in EFIP investment is being amortized at $10.6M a year for 3 years. Amortization of the market loss in EFIP investments has been reduced from $10.6M to $4.8M in No change Amortization of the market loss in EFIP investments has been completed. Line has been removed from the budget. Page 40 of 75

183 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Other This includes revenue from: Surcharge on unpaid fees Application fees Central overhead charges to selffunded academic programs Projections for the surcharge and application fees are calculated based on projected enrolment levels. Projections for overhead revenue are based on an established overhead model. This includes revenue from: Surcharge on unpaid fees Application fees Central overhead charges to selffunded academic programs Projections for the surcharge and application fees are calculated based on projected enrolment levels. Projections for overhead revenue are based on an established overhead model. Investment management fees are now included with other income and are projected at $.6M for It is anticipated that this fee will be discontinued beyond Central overhead charges to self-funded academic programs are no longer being charged as a result of the transition to the new budget model. Investment management fees have been discontinued, as signaled last year. The other income budget is comprised primarily of application fees and service charges on unpaid fees. These fees are projected to rise by 6.9% in Endowment Revenue for Chairs and Student Aid The endowment income is based on projected payout rates of $6.73 for , rising by 2% a year to $7.58 by Revenue includes endowed income from student aid and divisional income from endowed chairs. The endowment income is based on projected payout rates of $6.73 for , rising by 2% a year to $7.58 by Revenue includes endowed income from student aid and divisional income from endowed chairs. No change. No change to payout projections to Payout rate projections extended to ($7.73) and ($7.89) It is anticipated that payout rates will be increased as follows: : : : : : 8.45 A final decision will be confirmed later this year. Page 41 of 75

184 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Provincial Scholarship Grants Provincial scholarship grants include Aim for the Top ($5.4M) and OGS ($6.1M). These funds have flowed to the University in prior years but were not included in the operating budget. They are included now for completeness (offset on the expense side in student aid) 17 Canada Research Chairs Program The Canada Research Chairs program will be renewed with the same terms after its expiry in , and the University of Toronto will maintain its current share of the program. The Canada Research Chairs program will be renewed with the same terms after its expiry in , and the University of Toronto will maintain its current share of the program. The CRC program will be renewed at the same level of funding The federal government has indicated a potential redistribution of CRC chairs but no details are available. No changes have been assumed. The total number of CRC positions has been reduced by 11 chairs as a result of redistribution across the program. 18 Indirect Cost Recovery on Research Grants and Contracts Revenue from indirect cost recovery flows to general university income, from : Revenue from indirect cost recovery flows to general university income, from : Beginning in the Ontario Research Fund (ORF) will replace ORDCF. See details below. See details below. 19 Other Grants and Contracts Revenue projected to increase by approximately 1% per year. Revenue projected to increase by approximately 1% per year. Revenue projected to increase by approximately 1% per year. Revenue projected to increase by approximately 1% per year. Revenue projected to increase by approximately 1% per year. Page 42 of 75

185 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Ontario Research Performance Fund This is projected to be $5.4 M in through to The RPF program is expected to end in A conservative estimate has been made of funding to be received from the newly created Ontario Research Fund. The RPF program is expected to end in A conservative estimate has been made of funding to be received from the newly created Ontario Research Fund. Funding from ORF has been reduced to $2.4M per year to reflect the change in distribution mechanism through MRI. Funding from ORF has been reduced to zero to reflect the final change in distribution mechanism by MRI. 21 Federal Government Indirect Cost of Research Program The Federal Government confirmed a fund of $225M for the indirect costs of federally supported research in and beyond. The University s share, excluding the affiliated teaching hospitals, is projected at $15.1M. The program is a 3-year program with an IDC rate of 20%. based on a 20% rate. In their last budget the Federal Government announced an increase to the fund of $20M. Due to the distribution formula for the additional funding, it is projected that the university s share will not increase materially and projected revenue has been held constant at the budget level. The Federal Government confirmed increased funding starting in Projected IDC revenue is $19.8M for and beyond, a slight increase driven by volume. Projected IDC revenue is $20.5M for and flat-lined beyond. 22 Divisional Increased divisional revenues are offset by increased divisional expense allocations. Divisional income is projected to increase at 2% a year. Increased divisional revenues are offset by increased divisional expense allocations. Divisional income is projected to increase at 2% a year. Divisional income has been adjusted in reflect prior year actual income. It is projected to increase at 2% a year in and beyond Divisional income has been adjusted in to reflect prior year actual income. It is projected to increase at 2% a year in and beyond. Divisional income has been adjusted in to reflect prior year actual income. It is projected to increase at 2% a year in and beyond. Page 43 of 75

186 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Student Aid A portion of tuition revenue will continue to be set aside for undergraduate student aid. The retained portion consists of 30% of the incremental tuition revenue due to tuition fee increases above the levels. Projections have been updated to reflect the impact of the tuition freeze. The Stepping Up academic plan includes as an important objective a substantial increase in student aid. The amount set aside from incremental tuition fee revenue will form part of this increase. In addition, the University will strive to achieve its objectives in this area through the OSOTF program and other development efforts. A portion of tuition revenue will continue to be set aside for undergraduate student aid. The retained portion consists of 30% of the incremental tuition revenue due to tuition fee increases above the levels. Projections have been updated to reflect the impact of the tuition freeze. The Stepping Up academic plan includes as an important objective a substantial increase in student aid. The amount set aside from incremental tuition fee revenue will form part of this increase. In addition, the University will strive to achieve its objectives in this area through the OSOTF program and other development efforts. The University remains committed to the goal of accessibility and to ensuring that no student is denied access for financial reasons. The University also supports the Provincial Government s Student Access Guarantee, as outlined in the recently announced multi-year tuition policy framework. In this regard, the University will continue to set aside sufficient funds so as to be able to achieve these goals. Student aid will increase by $4.5M in and an average of $3.5M per year beyond. These amounts have been assessed to ensure sufficient funding to meet the Student Access Guarantee. Student aid increases by $4.3M in The budgeted amount shows an increase of $27.6M in , of which $11.5M is due to the inclusion of government scholarship grants. These funds have flowed to the University in prior years but were not included in the operating budget. They are included now for completeness in revenue and expense. In addition, for reporting purposes only, $8.8M in student previously held divisionally has been transferred to central funds, and $3M has been transferred from cost bins to student aid. Student aid will increase will increase by an average of $2M per year beyond These amounts have been assessed to ensure sufficient funding to meet the Student Access Guarantee. Page 44 of 75

187 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Flow through to other institutions The University receives grant and /or tuition revenue on behalf of other institutions for the CRC program, the joint programs with colleges and the Toronto School of Theology. Funds are flowed directly to these institutions when they are received. No change. 25 Contractual Obligations: federated Block Grant, Utilities and other expenses This section includes expenditures which are protected because they are required through contractual obligations or policy. For further detail, refer to the COPC Report. This section includes expenditures which are protected because they are required through contractual obligations or policy. For further detail, refer to the COPC Report. For further detail, refer to the COPC Report in Appendix B For further detail, refer to the COPC Report in Appendix D For further detail, refer to the Contractual Commitments Report in Appendix D (previously called the COPC Report) 26 Pension Deficit Amortization The deficit in the pension fund is being amortized at $26.5M a year for 15 years. The deficit in the pension fund is being amortized at $26.5M a year for 15 years. The annual amortization has been increased by $.8M starting in to reflect the costs of recent agreements. The annual amortization continues at $27.3M a year. The annual amortization continues at $27.3M a year. 27 Caretaking and Annual Maintenance Funding has been provided to increase level of caretaking services at the St. George campus and to establish a utility infrastructure capital reserve fund. Funding has been provided to increase level of caretaking and annual maintenance at the St. George campus. Page 45 of 75

188 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Utilities Infrastructure Reserve Funding continues to be provided to establish a utility infrastructure capital reserve fund. The reserve will reach $3.5m by Operating Fund Debt Service Support of Capital Budget The operating fund supports the debt service costs relating to capital projects funded from the operating budget through the UIIF. Net debt service costs related to the centrally funded portion of the Medical Arts Building will increase over the next two years as lease revenue declines when current tenants vacate the building. Net debt service costs related to the centrally funded portion of the Medical Arts Building will increase in as lease revenue declines when the final tenants vacate the building. The operating fund will support the debt service costs relating to the Varsity centre and the Multifaith Centre, starting in The operating fund will support the debt service costs relating to the Varsity Centre, the Multifaith Centre, and the Exam Centre, starting in Debt service costs will increase by $0.5M in related to the Exam Centre. 30 Deferred Maintenance About 1% of the Operating Budget has been allocated to renovations and deferred maintenance on all campuses, $3.7M in base in and a further $4.7M in This is in addition to funding expected from the Provincial regulations. The allocation to renovations and deferred maintenance will increase by $.1M to $4.8M in The allocation to renovations and deferred maintenance will increase by $1.2M in as per original plan. About 1% of the increase in total operating revenue has been allocated to deferred maintenance on the St. George campus, each year. $0.8M has been allocated to deferred maintenance on the St. George campus, each year, bringing the fund to $12.4M by the end of the period. 31 Library Acquisitions Acquisitions continue to be protected at the rate of 4.15% annually. Page 46 of 75

189 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Student Aid: transfer from cost bins to student aid line Amounts related to student aid had previously been included in shared-service cost bins. For presentation purposes, these funds are now being grouped together on the student aid line on Schedule 1. This does not impact the funding available to academic divisions. 33 Research Reserve: transfer to academic divisions The contract research reserve will be removed from the budget and set up on an OTO basis annually. This does not impact the funding available to academic divisions. Page 47 of 75

190 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Compensation: salaries and benefits for administrative/ academic service divisions The following assumptions are for modeling purposes only and do not represent a strategy for salary negotiations. The following assumptions are for modeling purposes only and do not represent a strategy for salary negotiations. The following assumptions are for modeling purposes only and do not represent a strategy for salary negotiations. Compensation increases for all university employees are assumed to be as per negotiated agreements or, in the case of ongoing negotiations, as per the University s offer. Beyond that, increases are assumed to be CPI plus PTR or merit. Cost increases associated with the provision of the existing level of employee benefits are captured in assumption # 26. No change in salary increase assumptions. Compensation increases for all university employees are assumed to be as per negotiated agreements or, in the case of ongoing negotiations, as per the University s offer. Beyond that, increases are assumed to be CPI plus PTR or merit The standard benefit rate will remain at 22.50% for appointed employees and at 10% rate for nonappointed employees. No change in salary increase assumptions. Compensation increases for all university employees are assumed to be as per negotiated agreements or, in the case of ongoing negotiations, as per the University s offer. Beyond that, increases are assumed to be CPI plus PTR or merit The standard benefit rate will remain at 22.50% for appointed employees and at 10% rate for nonappointed employees. Page 48 of 75

191 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Academic Initiative Fund $5M in base is allocated for academic planning program initiatives under Stepping Up. $5M in base is allocated for academic planning program initiatives under Stepping Up. No change To date approximately $8M has been committed in base. Remaining funding commitments will be made on an OTO basis. Base funds will be withdrawn from the fund over the next three years, leaving $5M in the fund after Round 5 of the competition will be cancelled. To date approximately $8M has been committed in base. Remaining funding commitments will be made on an OTO basis. Base funds will be withdrawn from the fund over the next two years, leaving $5M in the fund after The round of the competition was cancelled. 36 Student Experience Fund OTO allocations of $3.3M in , $6.6M in and $9.9M in (totaling approximately $20M) have been made in support of enhancing the student experience. OTO allocations of $3.3M in , $6.6M in and $9.9M in (totaling approximately $20M) have been made in support of enhancing the student experience. $3.3M will remain in the fund beyond An OTO allocation of $9.9M is made in $3.3M will remain in the fund beyond Page 49 of 75

192 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 An additional $2M will be allocated to the Provost s Contingency to ensure adequate funds are available for a stable transition to the new budget model. An additional $3M will be allocated over the remaining four years. Assumption Update March Provost s Contingency An additional $3M will be allocated to the Provost s Contingency in and an additional $2.7M will be allocated over the remaining four years. These funds generally flow back out to academic divisions to meet unanticipated needs. 38 Transitional Funding - Academic This fund is used to assist a limited number of divisions who are in transition. The provision of funding will be dependent on attainment of transitional objectives developed by agreement with the Provost. This fund is used to assist a limited number of divisions who are in transition. The provision of funding will be dependent on attainment of transitional objectives developed by agreement with the Provost. An additional $1.2M has been allocated over four years in support of graduate expansion. An additional $2M will be allocated to the Transitional Fund in in anticipation of increased funding requirements related to the transition to the new budget model. $4.5M is allocated over the remaining four years. An additional $3M will be allocated to the Transitional Fund in to continue to meet increased funding requirements related to the next stage of the transition to the new budget model. $0.9M is allocated over the remaining four years. Page 50 of 75

193 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Allocation of funds to academic divisions During the year, base allocations are made from central funds to the academic divisions. Under the new budget model, these amounts must be removed from the funds and reflected in the University Fund total of a division the year following the allocation. In $7.4M was allocated to academic divisions. 40 Graduate Expansion Incentive Fund One time only funding of $4M has been provided for and $5M for for the Graduate Expansion Incentive Fund. The commitment of $4M will be met from OTO funds at the end of One time only funding of $6.2M has been provided for and $2.7M for for the Graduate Expansion Incentive Fund. 41 Academic Service Initiatives $0.5M in base will be transferred to the Academic Service Initiatives fund from general university revenue in and and $0.25M in This fund supports such services as libraries (other than book acquisition) and academic computing, and the added funding is needed to meet the increased demands resulting from enrolment expansion. An additional $10M has been allocated over four years in support of graduate expansion. An additional $4M has been allocated over five years in support of improved library and computing services. An additional $4M has been allocated over five years in support of improved library and computing services Page 51 of 75

194 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Graduate Expansion University-wide Services Approximately $27M of increased revenue from graduate expansion will be used to support university wide services associated with the expansion. Approximately $17M is allocated to services including library support, information technology, SGS, student services and student experience. The remainder is held in a central envelope to be distributed once final allocations are determined. Funds will continue to be allocated to support university wide services associated with the expansion, including library support, information technology, SGS, student services, student experience. $1M is allocated in and $4M over the next four years. Funds are allocated to support university-wide services associated with the expansion, including library support, SGS, student services, student experience. $1.5M is allocated in and $1.7M over the next four years. 43 Information Technology Initiatives and Upgrades $2M in base is allocated for administrative information technology initiatives and upgrades. Includes an allocation for administrative information technology initiatives and upgrades. An additional $4M has been allocated over four years in support of graduate expansion. (See # 33 above) An additional $.5M in base is allocated in for administrative information technology initiatives and upgrades. Base funding will increase by $6.5M over the outer years. An additional $2M in base is allocated in for administrative information technology initiatives and upgrades. Base funding will increase by $3.5M over the outer years. Page 52 of 75

195 Appendix C Revenue and Assumptions for the Period to An Update, March 2008 # Budget Model Line Assumption March 2004 Assumption Update March 2005 Assumption Update March 2006 Assumption Update March 2007 Assumption Update March Administrative Priorities Fund An additional $3M will be allocated in to the Administrative Priorities Fund to fund high priority needs in various Vice-Presidential portfolios, in particular the re-establishment of core services in government and international relations and communications. $5.5 is allocated over the remaining period. An additional $3M will be allocated in to the Administrative Priorities Fund to fund high priority needs in various Vice-Presidential portfolios. $3.9M is allocated over the remaining period Page 53 of 75

196 Appendix D Contractual Commitments The University s budget organizes projected expenses into several generic categories, each representing a different degree of annual budgetary discretion. One of these is a section called Contractual Commitments, previously known as Contractual Obligations and Policy Commitment (COPC). This list includes contractual commitments that must be honoured. They include: Payments resulting from contracts with other institutions, such as for the joint programs with Sheridan College, Centennial College, TST or the affiliated hospitals Inevitable expenses, such as the cost of utilities or legal fees. The projections for various commitments include a degree of uncertainty resulting from events such as negotiation with various labour unions or fluctuations in utility rates. The recommended budget for each item is based on the middle of the range of projected costs. The uncertainty is accounted for in a contingency allocation. In the previous budget model, these items served a specific purpose. As these expenses are inevitable, they were not subject to cost containment measures. They were netted out of each division s expense budget to determine the Relevant Base, which was then subjected to the necessary budget reduction. These items continue to be protected from cost containment under the new budget model. However, under the new budget model, all expense items are subject to review by Budget Planning and Priorities to determine the extent to which they should be increased or decreased, taking into account the University s overall budget situation and divisional priorities. The contractual obligation concept is still essential to the new budget process as it provides useful information about where flexibility exists in the University s budget. Page 54 of 75

197 Contractual Commitments List Prior year Total Base OTO OTO Increase BUDGET Changes Allocation Reversal (Decrease) Budget Appendix D 1. CONTRACTUAL OBLIGATIONS TO AFFILIATED INSTITUTIONS Federated Colleges Block Grant $ 9,932,002 1,882,126 - (882,126) 1,000,000 10,932,002 TST Theology Grant 2,566,657 (195,545) (195,545) 2,371,112 Transfer Payments re Joint Programs with Colleges 4,385, , ,812 5,040,664 TOTAL-CONTRACTUAL OBLIGATIONS TO AFFILIATED INST. 16,884,511 2,341,393 - (882,126) 1,459,267 18,343, OTHER CONTRACTUAL OBLIGATIONS Lease Cost of Off-Campus Space $ 769, , ,600 1,085,327 TOTAL- OTHER CONTRACTUAL OBLIGATIONS 769, , ,600 1,085, INSTITUTIONAL STATUTORY COMMITMENTS Membership fees : -A.U.C.C. $ 233,814 7,692 7, ,506 -COU Subscriptions 656,884 31,780 31, ,664 -Total Other Membership 82,358 (998) (998) 81,360 Subtotal- Membership Fees 973,056 38, ,474 1,011,530 UTFA Negotiating s * $ 205,037 15,000 (15,000) - 205,037 USWA Negotiating s * $ 15, ,000 CUPE Negotiating s * $ 438,100 (2,950) 15,000-12, ,150 TA/ TATP 50,000-50,000 Job Accommodation Fund/ Program 45,000 20,000 20,000 65,000 Legal Fees * 3,092,000-3,092,000 Pension Consulting * 60,000-60,000 EH&S - Certification Training & Release 32, ,000 EH&S - Waste Management Fund 517, ,000 EH&S - Fund * 128, ,000 15, , ,250 Crisis and Pandemic Planning - (121,000) (121,000) (121,000) TOTAL - INSTITUTIONAL STATUTORY COMMITMENTS 5,555, ,524 45,000 (136,000) 64,524 5,619,967 * SEE CONTINGENCY Page 55 of 75

198 Contractual Commitments List Prior year Total Base OTO OTO Increase BUDGET Changes Allocation Reversal (Decrease) Budget Appendix D 4. UTILITIES Utilities: St George $ 41,083, ,083,577 Utilities: St George - Utilities Infrastructure Reserve 1,257,798 1,257,798 1,257,798 Utilities : UTSC $ 3,628,335-3,628, Utilities : UTM $ 6,026, ,000 - (600,000) - 6,026,822 TOTAL - UTILITIES 50,738,734 1,857,798 - (600,000) 1,257,798 51,996, (a) ADDITIONAL COST OF NEW SPACE 90 Wellesley 406, , , ,487 Centre for Biological Timing & Cognition (balance of 2 months) 54,076 54,076 54,076 Additional funds for Cartaking - approved in ,000,000 1,000,000 1,000,000 Fire Code & Honeywell Maintenance contract - over 3 years 500, , ,000 Additional funds for Fire equipment- approved in , , , McCaul 266,372 37, , ,622 Overall Campus Growth 186, , , ,480 Various Buildings - Changes to Building Equipment Structure 90,650 90,650 90,650 Sub-Total - ADDITIONAL COST OF NEW SPACE - 2,754, ,005-3,154,315 3,154,315 (b) Government regulated programs Compliance Bio Hazard disposal packaging 242, , ,300 Comply with City Water backflow prevention 270, , ,000 Occupational Health & Safety Act - Confined Space 100, , ,000 Protcting Mail - FIPPA 22,000 22,000 22,000 TSSA regulation - Monitoring mechanical systems 120, , ,000 Various reversal of prior year OTO (1,551,800) (1,551,800) (1,551,800) Sub-Total - new programs 612, ,000 (1,551,800) (797,500) (797,500) TOTAL - 5 a & b : F&S - 3,366, ,005 (1,551,800) 2,356,815 2,356,815 - Page 56 of 75

199 Contractual Commitments List Prior year Total Base OTO OTO Increase BUDGET Changes Allocation Reversal (Decrease) Budget Appendix D 6. PAID LEAVE COMMITMENTS Administrative leaves $ - 491,945 (558,850) (66,905) (66,905) UTFA Released Time * 371,774 11,154 11, ,928 USWA Released Time * 562,380 30, ,007 (284,280) 98, ,562 CUPE 3902 unit 1 Released Time 20,972 (20,972) (20,972) - CUPE 3902 unit 3 Released Time 10,000 (10,000) (10,000) - CUPE 3261 Released Time 41,964 9,531 9,531 51,495 CUPE 1230 Released Time 51, ,953 Teaching Assistants - Training Program 225, ,000 TOTAL- PAID LEAVE COMMITMENTS 1,284,043 20, ,952 (843,130) 20,990 1,305,033 * SEE CONTINGENCY 7. OTHER COMMITMENTS University Student Assistance Administration 1,613, ,613,354 Insurance * 1,850,000 (200,000) (250,000) (450,000) 1,400,000 Governing Council Elections * 48,760 4,000 4,000 52, * SEE CONTINGENCY TOTAL- OTHER COMMITMENTS 3,512,114 (196,000) - (250,000) (446,000) 3,066, OPERATING FUND TRANSFER TO CAPITAL Amortization of UIIF Loan and MaRS Loan $ 18,504, ,504, CONTINGENCY ITEMS (see list at end) $ 1,671,780 (186,780) - (186,780) 1,485,000 TOTAL- ITEMS 1 TO 9 98,920,935 7,674,313 1,430,957 (4,263,056) 4,842, ,763,149 Page 57 of 75

200 Contractual Commitments List Prior year Total Base OTO OTO Increase BUDGET Changes Allocation Reversal (Decrease) Budget Appendix D Contingency Items Base Library books (currency fluctuations) - Legal Fees 1,000,000 UTFA Negotiations 100,000 Pension Consulting 15,000 USWA Release Time 60,000 CUPE Negotiations 40,000 USWA Negotiations 30,000 Job Accommodation Fund 20,000 EH&S Fund 100,000 EH&S: Waste Management 120,000 TOTAL CONTINGENCY 1,485,000 - Contingency Coverage of Risk 100% 1,485,000 Prior Year Contingency 1,671,780 Net Change in Contingency for (186,780) Page 58 of 75

201 Appendix E Table 1: Capital Project Summary Total Capital Requirements Total Approved to New Projects Approved Projects Capital Projects, Academic and Non-Academic $824,007,294 $151,847,590 $975,854,884 Capital Projects, Ancillaries $292,606,400 $0 $292,606,400 Matching Funds for endowment capital $44,000,000 $0 $44,000,000 Total Capital Projects $1,160,613,694 $151,847,590 $1,312,461,284 Funding Sources Federal Government $55,990,000 $0 $55,990,000 Provincial Government $214,608,190 $61,669,590 $276,277,780 Campaign Donations $100,995,310 $32,300,000 $133,295,310 Other (interest earned, municipal) $20,261,450 $10,000,000 $30,261,450 Sub-Total $391,854,950 $103,969,590 $495,824,540 Funded by the Central Operating Budget $191,044,534 $9,000,000 $200,044,534 Funded by Academic Divisional Budgets $309,220,810 $38,428,000 $347,648,810 Funded by Ancillaries Budgets and Student Levies $268,493,400 $450,000 $268,943,400 Sub-Total $768,758,744 $47,878,000 $816,636,744 Total Funding $1,160,613,694 $151,847,590 $1,312,461,284 Page 59 of 75

202 Appendix E Table 2: New Projects Budget Details Project Cost Central Sources of Funding Divisional Operating Budget Other Funding Sources Total sources of Funding New Projects Approved Divisional Borrowing Projected Completion Date UTSC Balcony Enclosure $3,620,000 $3,620,000 $3,620,000 Aug 2008 UTM Medical Academy Phase II $36,155,000 $27,518,000 $8,637,000 $36,155,000 $27,518,000 May 2010 UTM Storm Water $2,700,000 $2,700,000 $2,700,000 $1,600,000 Aug 2008 Varsity Centre South Entrance $9,500,000 $9,500,000 $9,500,000 Jan 2009 Haultain Building $2,190,000 $2,190,000 $2,190,000 Sept 2007 Rotman Expansion Phase I $91,800,000 $9,000,000 $82,800,000 $91,800,000 $29,000,000 Jan 2011 SciNet HPC $5,882,590 $2,850,000 $3,032,590 $5,882,590 Aug 2008 Total New Projects $151,847,590 $9,000,000 $38,878,000 $103,969,590 $151,847,590 $58,118,000 Page 60 of 75

203 EXPENSE SUMMARY DIVISIONAL BUDGET SCHEDULES University-Wide Flow-Through Shared Services, TOTAL ACADEMIC Student Aid to Other Pension and EXPENSE DIVISIONS Set-Aside Institutions Acad. Funds SUMMARY Net Budget for ,404,364 20,052, ,897, ,354,183 One-Time-Only Budget for ,700,280 4,700,280 TOTAL NET BUDGET FOR ,404,364 20,052, ,597, ,054,463 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue 610,703, ,703,039 University Fund Allocation 110,519, ,519,515 SUBTOTAL 721,222, ,222, Allocations from Central Funds 2,068,272 (1,298,833) 769,439 NON-ACADEMIC DIVISIONS- Cost Containment (4,000,000) (4,000,000) Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model 23,183,823 1,259,266 33,919,163 58,362,252 ALL DIVISIONS- Transfers in 190,721 2,500,000 6,928,266 9,618,987 Transfers out (190,721) (9,428,266) (9,618,987) Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL 723,290,826 25,683,823 1,259,266 26,120, ,354,245 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model (3,269,323) (3,269,323) ONE-TIME-ONLY BUDGET CHANGE (3,269,323) (3,269,323) Net Budget for ,290,826 90,088,187 21,311, ,017,639 1,241,708,428 OTO Budget for ,430,957 1,430,957 TOTAL NET BUDGET FOR ,290,826 90,088,187 21,311, ,448,596 1,243,139,385 Note 1 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : 12,051,176 67,000 12,118,176 External : 112,001,618 1,900,000 47,975, ,876,962 : 114,467,766 46,477, ,945,144 External : 46,580,386 1,104,266 47,684,652 Negative Approp. : 1,487,630 1,487,630 TOTAL DIV REVENUE ( INCL. RECOVERIES) 286,588,576 1,900,000 95,623, ,112,564 GROSS EXPENSE BUDGET FOR ,009,879,402 91,988,187 21,311, ,072,584 1,627,251,949 Note 1 Reconciliation to Budget Model: Net Budget as per Div Schedules 1,243,139,385 plus Divisional as per Budget Model 165,114,501 plus Endowment as per Budget Model 12,118,176 less Municipal Taxes not in Budget Model (4,886,325) Total 1,415,485,737 Page 61 of 75

204 Academic Divisions DIVISIONAL BUDGET SCHEDULES ARTS & SCIENCE UTSC UTM (incl Colleges) TOTAL TOTAL DENTISTRY MEDICINE NURSING PHARMACY Adjusted Net Revenue 186,442,936 86,953,556 86,685,135 10,226,474 60,216,874 7,304,694 13,140,677 University Fund Allocation 24,086,310 (807,798) (1,022,403) 11,712,829 22,020,344 1,845,123 (358,750) SUBTOTAL 210,529,246 86,145,758 85,662,732 21,939,303 82,237,218 9,149,817 12,781, Allocations from Central Funds 572, , ,594 (246,407) 258, ,970 4,410 Transfers in 190,721 Transfers out (190,721) Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL 211,291,985 86,263,799 86,368,605 21,692,896 82,495,239 9,329,787 12,786,337 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : 2,450,000 82, ,000 2,289, ,000 External : 8,823,680 11,725,259 9,692,042 8,918,520 23,672, ,546 1,388,580 : 35,336,267 5,375,087 9,361,813 3,728,323 11,769,485 85, ,293 External : 9,847, ,710 95, ,027 32,063, ,500 Negative Approp. : 295,753 TOTAL DIV REVENUE ( INCL. RECOVERIES) 56,752,806 17,860,056 19,231,908 13,179,870 69,794, ,094 1,588,873 GROSS EXPENSE BUDGET FOR ,044, ,123, ,600,513 34,872, ,289,861 10,212,881 14,375,210 Page 62 of 75

205 Academic Divisions PHYSICAL APPLIED ARCHITECTURE, EDUCATION SCIENCE & LANDSCAPE, INFORMATION & HEALTH ENGINEERING & DESIGN OISE/UT FORESTRY LAW STUDIES Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) GROSS EXPENSE BUDGET FOR ,304,225 56,563,360 3,191,814 34,438, ,856 8,195,281 5,048, ,644 5,358,009 2,668,415 14,893,315 2,881,314 6,906,233 2,445,012 4,560,869 61,921,369 5,860,229 49,332,204 3,077,170 15,101,514 7,493,961 2,573 7,657 3,614 4,901 6,983 58,395 3,308 4,563,442 61,929,026 5,863,843 49,337,105 3,084,153 15,159,909 7,497,269 2,412, ,377 76, ,000 17,847,718 2,840, ,875 9,251, ,500 1,639,927 8,396,602 10,459, ,544 11,205, ,155 1,696, ,233 19, , ,944 2,364,854 1,191,877 26,263,557 16,163,972 1,624,296 21,065, ,155 3,187,164 4,301,014 30,826,999 78,092,998 7,488,139 70,402,223 3,416,308 18,347,073 11,798,283 Page 63 of 75

206 Academic Divisions JOSEPH L. ROTMAN TRANSITIONAL GRADUATE TOTAL SCHOOL OF YEAR CENTRES Academic MUSIC SOCIAL WORK MANAGEMENT PROGRAMME & INSTITUTES Divisions Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) GROSS EXPENSE BUDGET FOR ,045,270 6,019,443 33,689,704 31,957 2,007, ,703,039 4,770,645 1,196,147 6,714,576 1,462,391 3,491, ,519,515 10,815,915 7,215,590 40,404,280 1,494,348 5,499, ,222,554 5,245 2, ,244 1,256 4,876 2,068, ,721 (190,721) 10,821,160 7,218,163 40,588,524 1,495,604 5,503, ,290, ,000 2,556,426 12,051, , ,800 14,428,217 90,000 86, ,001, ,156 68,272 15,165, , ,467,766 71,429 46,580,386 1,487,630 1,148, ,072 32,150,164 90, , ,588,576 11,969,245 7,906,235 72,738,688 1,585,604 5,787,730 1,009,879,402 Page 64 of 75

207 University Wide Student Aid Set-Aside DIVISIONAL BUDGET SCHEDULES AIM FOR THE UNDERGRAD ONTARIO STUDENT INT'L FUNDED FROM TOTAL TOP STUDENT GRADUATE GRADUATE GRADUATE OSOTF AID STUDENT AID RESTRICTED Student Aid SCHOLARSHIPS ASSISTANCE FELLOWSHIPS STUDENT AID SCHOLARSHIPS OGSST MATCHING REINVESTMENT REINVESTMENT FUNDS Set-Aside Net Budget for ,763, , ,393 25,747,869 2,971,260 28,600,000 64,404,364 One-Time-Only Budget for TOTAL NET BUDGET FOR ,763, , ,393 25,747,869 2,971,260 28,600,000 64,404,364 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model 5,400,000 6,100,000 2,600,000 (1,000,000) 5,683, ,000 4,300,000 23,183,823 ALL DIVISIONS- Transfers in 2,500,000 2,500,000 Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL 5,400,000 6,100,000 2,600,000 1,500,000 5,683, ,000 4,300,000 25,683,823 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for ,400,000 5,763, , ,393 6,100,000 2,600,000 1,500,000 31,431,692 3,071,260 32,900,000 90,088,187 OTO Budget for TOTAL NET BUDGET FOR ,400,000 5,763, , ,393 6,100,000 2,600,000 1,500,000 31,431,692 3,071,260 32,900,000 90,088,187 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : 1,900,000 1,900,000 : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) 1,900,000 1,900,000 GROSS EXPENSE BUDGET FOR ,400,000 7,663, , ,393 6,100,000 2,600,000 1,500,000 31,431,692 3,071,260 32,900,000 91,988,187 Page 65 of 75

208 Flow-through to Other Institutions DIVISIONAL BUDGET SCHEDULES TORONTO CRC JT PROGRAMS TOTAL SCHOOL OF FlowThrough WITH Flow-through THEOLOGY to Hospitals COLLEGES Net Budget for ,566,657 13,100,001 4,385,852 20,052,510 One-Time-Only Budget for TOTAL NET BUDGET FOR ,566,657 13,100,001 4,385,852 20,052,510 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model (195,545) 799, ,812 1,259,266 ALL DIVISIONS- Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL (195,545) 799, ,812 1,259,266 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for ,371,112 13,900,000 5,040,664 21,311,776 OTO Budget for TOTAL NET BUDGET FOR ,371,112 13,900,000 5,040,664 21,311,776 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) GROSS EXPENSE BUDGET FOR ,371,112 13,900,000 5,040,664 21,311,776 Page 66 of 75

209 Shared Services, Pension and Acad. Funds DIVISIONAL BUDGET SCHEDULES Other Academic Costs (excl Central Univ of Toronto St George St George Governance CRCflow, JtProg) Library Computing C&SS Fac & Srvcs & Administration Net Budget for ,698,908 50,049,095 7,236,802 70,000 89,624,979 71,696,744 One-Time-Only Budget for ,158,850 1,551, ,000 TOTAL NET BUDGET FOR ,857,758 50,049,095 7,236,802 70,000 91,176,779 71,817,744 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds (959,466) 253,806 (111,232) NON-ACADEMIC DIVISIONS- Cost Containment (800,024) (204,459) (1,968) (1,146,780) (1,721,419) Balance of Prior Year's Salary/Benefit Increase 2,244 1,113, ,432 1,835 1,204,650 2,213,403 Adjustments: Contractual / Budget Model 19,546, ,024 5,374, ,000 ALL DIVISIONS- Transfers in 3,037,966 95,300 1,206,750 2,454,989 Transfers out (3,849,700) (69,867) (892,166) Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL 17,777,487 1,478, ,273 (70,000) 6,639,028 2,067,575 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model (666,905) (1,009,795) (106,000) ONE-TIME-ONLY BUDGET CHANGE (666,905) (1,009,795) (106,000) Net Budget for ,476,395 51,527,573 7,355,075 96,264,007 73,764,319 OTO Budget for , ,005 15,000 TOTAL NET BUDGET FOR ,968,340 51,527,573 7,355,075 96,806,012 73,779,319 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : 67,000 External : 500,000 3,109, ,580 12,972,290 5,386,471 10,071,159 : 1,767,449 1,550,609 1,049,158 27,669,162 11,538,549 External : 798,755 4, ,441 Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) 500,000 5,742,711 1,788,189 14,025,518 33,055,633 21,911,149 Page 67 of 75

210 Shared Services, Pension and Acad. Funds Net Budget for One-Time-Only Budget for TOTAL NET BUDGET FOR TOTAL Shared Srvcs, Gen Univ & Other Federated School of School of Pension & (includes Mun Taxes) Block Grant Graduate Studies Continuing Studies Acad. Funds 66,265,209 9,049,876 4,205, ,897, , ,126 6,348 4,700,280 67,245,365 9,932,002 4,212, ,597,589 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model ALL DIVISIONS- Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for OTO Budget for TOTAL NET BUDGET FOR DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) (481,941) (1,298,833) (6,168) (119,182) (4,000,000) (4,908,546) 145,310 6,081,162 1,882,126 33,919, ,000 3,261 6,928,266 (4,616,533) (9,428,266) (3,802,026) 1,882,126 29,389 26,120,330 (598,149) (882,126) (6,348) (3,269,323) (598,149) (882,126) (6,348) (3,269,323) 62,463,183 10,932,002 4,235, ,017, ,007 1,430,957 62,845,190 10,932,002 4,235, ,448,596 67, ,500 14,889,837 47,975,344 2,619,350 98, ,000 46,477,378 1,104,266 2,619, ,601 15,074,837 95,623,988 Page 68 of 75

211 Other Academic Costs (excl CRC Flow, Jt Prog) DIVISIONAL BUDGET SCHEDULES FACILITIES RENOVATIONS ACADEMIC ACADEMIC CAMPAIGN & UPGRADES INITIATIVES SERVICES ACADEMIC Administrators EXPENSE- FROM PROGRAM FACULTY Fields (AIF) INITIATIVES REVIEWS ON LEAVE Divisional EGF/ATOP PLANNING RECRUITMENT Institute Net Budget for ,576,880 1,500, ,307 2,100,000 (1,712,966) 2,000,000 3,372, ,553 One-Time-Only Budget for ,850 TOTAL NET BUDGET FOR ,576,880 1,500, , ,850 2,100,000 (1,712,966) 2,000,000 3,372, ,553 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model (525,627) 1,934,694 ALL DIVISIONS- Transfers in 1,712,966 1,000,000 Transfers out (1,000,000) Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL (525,627) 1,934,694 1,712,966 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model (66,905) ONE-TIME-ONLY BUDGET CHANGE (66,905) Net Budget for ,051,253 3,434, ,307 2,100,000 2,000,000 3,372, ,553 OTO Budget for ,945 TOTAL NET BUDGET FOR ,051,253 3,434, , ,945 2,100,000 2,000,000 3,372, ,553 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : 500,000 : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) 500,000 GROSS EXPENSE BUDGET FOR ,051,253 3,434, , ,945 2,100,000 2,000,000 3,372, ,553 Page 69 of 75

212 Other Academic Costs (excl CRC Flow, Jt Prog) Net Budget for One-Time-Only Budget for TOTAL NET BUDGET FOR OVERHEAD Info Tech INFORMATION ON GRADUATE GRADUATE Courseware TECHNOLOGY NON- FEDERAL PROVOST'S RESEARCH EXPANSION- EXPANSION- Developmt Fund INITIATIVES DEPARTMENTAL OSOTF RESEARCH RESERVE & ALLOWANCE- ACADEMIC UNIV-WIDE (ITCDF) & UPGRADES PROFESSORS MATCHING GRANTS CONTINGENCY EndCh/UnProf 1,400, ,422 2,121, ,728 2,500,000 4,942,400 3,627,628 2,000, ,000 2,000, ,422 2,121, ,728 2,500,000 4,942,400 3,627,628 2,000,000 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model ALL DIVISIONS- Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for OTO Budget for TOTAL NET BUDGET FOR (92,200) (523,022) 2,244 6,157,617 1,500,000 2,000, ,600 3,000,000 75, ,000 (349,700) (2,500,000) 6,157,617 1,500,000 1,558,100 77,244 (2,500,000) 182,600 2,726,978 (600,000) (600,000) 6,157,617 2,900, ,422 3,679, ,972 5,125,000 6,354,606 2,000,000 6,157,617 2,900, ,422 3,679, ,972 5,125,000 6,354,606 2,000,000 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) GROSS EXPENSE BUDGET FOR ,157,617 2,900, ,422 3,679, ,972 5,125,000 6,354,606 2,000,000 Page 70 of 75

213 Other Academic Costs (excl CRC Flow, Jt Prog) Net Budget for One-Time-Only Budget for TOTAL NET BUDGET FOR RESEARCH RESEARCH RESERVE FOR STUDENT CANADA ALLOWANCE- SUPPORT RESEARCH RESIDENCE Search EXPERIENCE TRANSITIONAL RESEARCH TOTAL Canada Res Chairs P.D.& D. OVERHEAD FUNDING Committees FUND FUNDING CHAIRS 340,657 7,875,670 1,860, ,152 6,633,333 2,486,183 27,100,000 82,698,908 1,158, ,657 7,875,670 1,860, ,152 6,633,333 2,486,183 27,100,000 83,857,758 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model ALL DIVISIONS- Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for OTO Budget for TOTAL NET BUDGET FOR DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) GROSS EXPENSE BUDGET FOR (344,244) (959,466) 2,244 1,260, ,826 3,333,333 3,000,000 (2,700,000) 19,546,443 3,037,966 (3,849,700) 1,260, ,826 3,333,333 2,655,756 (2,700,000) 17,777,487 (666,905) (666,905) 1,260, ,657 8,279,496 1,860, ,152 9,966,666 5,141,939 24,400, ,476, ,945 1,260, ,657 8,279,496 1,860, ,152 9,966,666 5,141,939 24,400, ,968,340 1,260, ,657 8,279,496 1,860, ,152 9,966,666 5,141,939 24,400, ,468, , ,000 Page 71 of 75

214 Central Library DIVISIONAL BUDGET SCHEDULES ST GEORGE LIBRARY ST GEORGE OPERATIONS & LIBRARY Central Library INFO COMMONS BOOK FUND TOTAL Net Budget for ,184,158 21,864,937 50,049,095 One-Time-Only Budget for TOTAL NET BUDGET FOR ,184,158 21,864,937 50,049,095 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds 253, ,806 NON-ACADEMIC DIVISIONS- Cost Containment (800,024) (800,024) Balance of Prior Year's Salary/Benefit Increase 1,113,672 1,113,672 Adjustments: Contractual / Budget Model 911, ,024 ALL DIVISIONS- Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL 567, ,024 1,478,478 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for ,751,612 22,775,961 51,527,573 OTO Budget for TOTAL NET BUDGET FOR ,751,612 22,775,961 51,527,573 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : 67,000 67,000 External : 3,109,507 3,109,507 : 1,767,449 1,767,449 External : 798, ,755 Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) 5,742,711 5,742,711 GROSS EXPENSE BUDGET FOR ,494,323 22,775,961 57,270,284 Page 72 of 75

215 Facilities and Services DIVISIONAL BUDGET SCHEDULES ST GEORGE DEFERRED MAINTENANCE MAINTENANCE ST GEORGE St George & SERVICES FUNDING UTILITIES TOTAL Net Budget for ,954,429 8,586,973 41,083,577 89,624,979 One-Time-Only Budget for ,551, ,551,800 TOTAL NET BUDGET FOR ,506,229 8,586,973 41,083,577 91,176,779 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue 0 University Fund Allocation 0 SUBTOTAL Allocations from Central Funds 0 NON-ACADEMIC DIVISIONS- 0 Cost Containment (1,146,780) (1,146,780) Balance of Prior Year's Salary/Benefit Increase 1,204,650 1,204,650 Adjustments: Contractual / Budget Model 3,366, ,000 1,257,798 5,374,408 ALL DIVISIONS- 0 Transfers in 1,206,750 1,206,750 Transfers out 0 Offset by Additional Divisional Revenue 0 (Increase) Decrease in Divisional Revenue TOTAL 4,631, ,000 1,257,798 6,639,028 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model (1,009,795) 0 0 (1,009,795) ONE-TIME-ONLY BUDGET CHANGE (1,009,795) 0 0 (1,009,795) Net Budget for ,585,659 9,336,973 42,341,375 96,264,007 OTO Budget for , ,005 TOTAL NET BUDGET FOR ,127,664 9,336,973 42,341,375 96,806,012 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : 0 External : 3,662, ,724,132 5,386,471 : 20,525, ,143,826 27,669,162 External : 0 Negative Approp. : 0 TOTAL DIV REVENUE ( INCL. RECOVERIES) 24,187, ,867,958 33,055,633 GROSS EXPENSE BUDGET FOR ,315,339 9,336,973 51,209, ,861,645 Page 73 of 75

216 Governance and Administration DIVISIONAL BUDGET SCHEDULES OFFICE OF THE GOVERNING OTHER VICE-PRES VICE PROVOST - STUDENTS COUNCIL, FIPPA, OFFICE INSTITUTIONAL & PROVOST VICE-PROVOST OFFICE OF VICE-PROVOST OMBUDSPERSON, & OF THE COSTS (incl StrategicComp PLANNING STUDENT STUDENTS INTERNAL AUDIT PRESIDENT (incl Convocation) &TeachAdvancmt) & BUDGET AFFAIRS OTHER Net Budget for ,171,593 1,143,792 1,380,452 3,706,274 2,162, ,140 11,144,854 One-Time-Only Budget for TOTAL NET BUDGET FOR ,171,593 1,143,792 1,380,452 3,706,274 2,162, ,140 11,144,854 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds (111,232) NON-ACADEMIC DIVISIONS- Cost Containment (90,333) (32,095) (27,246) (104,958) (61,533) (13,240) (269,447) Balance of Prior Year's Salary/Benefit Increase 126,208 27,905 16, ,421 83, ,297 Adjustments: Contractual / Budget Model 4,000 ALL DIVISIONS- Transfers in 48, ,470 69,867 Transfers out (75,000) (110,416) Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL 88,635 (4,190) (85,527) 97,701 22,264 (123,656) 105,717 ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for ,260,228 1,139,602 1,294,925 3,803,975 2,184, ,484 11,250,571 OTO Budget for TOTAL NET BUDGET FOR ,260,228 1,139,602 1,294,925 3,803,975 2,184, ,484 11,250,571 DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : 99,991 2,521,428 3,342,000 : 167, ,097 57, ,152 1,265,000 External : 67,021 Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) 334, ,097 57,057 3,258,580 4,607,000 GROSS EXPENSE BUDGET FOR ,594,888 1,139,602 1,294,925 4,029,072 2,241,912 3,644,064 15,857,571 Page 74 of 75

217 Governance and Administration Net Budget for One-Time-Only Budget for TOTAL NET BUDGET FOR ASST VICE VICE VICE VICE VICE VICE PRESIDENT PRESIDENT PRESIDENT PRESIDENT & PRESIDENT PRESIDENT TOTAL CAMPUS & FACIL. BUSINESS HUMAN CHIEF ADVANCE- UNIVERSITY RESEARCH Governance PLANNING AFFAIRS RESOURCES MENT OFFICER RELATIONS & Administration 2,068,944 11,653,998 8,107,405 13,247,075 5,044,924 8,355,702 71,696, , ,000 2,068,944 11,653,998 8,228,405 13,247,075 5,044,924 8,355,702 71,817,744 BUDGET CHANGES: ACADEMIC DIVISIONS- Adjusted Net Revenue University Fund Allocation SUBTOTAL Allocations from Central Funds NON-ACADEMIC DIVISIONS- Cost Containment Balance of Prior Year's Salary/Benefit Increase Adjustments: Contractual / Budget Model ALL DIVISIONS- Transfers in Transfers out Offset by Additional Divisional Revenue (Increase) Decrease in Divisional Revenue TOTAL ONE-TIME-ONLY BUDGET CHANGES: Adjustments: Contractual / Budget Model ONE-TIME-ONLY BUDGET CHANGE Net Budget for OTO Budget for TOTAL NET BUDGET FOR DIVISIONAL REVENUE ( INCL. RECOVERIES) Endowment : External : : External : Negative Approp. : TOTAL DIV REVENUE ( INCL. RECOVERIES) GROSS EXPENSE BUDGET FOR (111,232) (59,040) (311,495) (216,116) (158,911) (141,620) (235,385) (1,721,419) 86, , , , , ,515 2,213, , , , ,000 1,091,743 90, ,049 2,454,989 (706,750) (892,166) 385,521 (245,663) 1,295, , ,654 2,130 2,067,575 (106,000) (106,000) (106,000) (106,000) 2,454,465 11,408,335 9,402,972 13,532,497 5,288,578 8,357,832 73,764,319 15,000 15,000 2,454,465 11,408,335 9,417,972 13,532,497 5,288,578 8,357,832 73,779, , ,390 2,602, , ,350 10,071, ,431 4,965,234 2,691, ,058 88,224 11,538, , ,441 1,481,431 5,617,044 2,691,648 3,235, , ,574 21,911,149 3,935,896 17,025,379 12,109,620 16,767,555 5,498,578 8,551,406 95,690,468 Page 75 of 75

218 Serviice Anciillllariies Reportt on Operattiing Pllans