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Collaborative Development of a Governance and Reporting Framework for Land Development Activities

Land is one of the University of New Brunswick's (UNB) key assets. In addition to its core campus lands, UNB owns significant endowment lands, many of which are used directly for teaching and research.   In 2003, UNB adopted a Land Management Strategy (LMS) that provided an administrative framework for the co-ordinated management of our … Continue reading "Collaborative Development of a Governance and Reporting Framework for Land Development Activities"

June 13, 2016

Fund Ledger/Awards Management System

Vancouver Island University (VIU) is a public, student-focused post-secondary education institution. Direct support for students (scholarships, awards and bursaries) is our primary fundraising priority and a means by which we promote access to education.   Tracking the complete cycle of soliciting/receiving funds through the creation and disbursement to students of ~1,000 awards each year was … Continue reading "Fund Ledger/Awards Management System"

June 13, 2016

Improving finance service delivery through restructuring to a team-based approach in the Faculty of Medicine, UBC

Previously, the Faculty of Medicine decentralized primary responsibility for finance to units. Each unit had its own administrative staff responsible for budgeting and financial management, who reported directly to the academic head. This structure provided units with control and accountability, but lacked segregation of duties or consistency, and did not give departments access to a … Continue reading "Improving finance service delivery through restructuring to a team-based approach in the Faculty of Medicine, UBC"

June 13, 2016

Quality improvements to implementing capital projects

In 2013, a restructuring of the project management department at the University of Toronto was undertaken to address issues relating to capacity and process. Prior to this the department comprised 26 staff completing approximately SO projects of a total project dollar value of $400M annually.   Issues identified for resolution included: Determining whether the organizational … Continue reading "Quality improvements to implementing capital projects"

June 13, 2016

Tax Resources

CAUBO has retained PwC for the next term of CAUBO’s Tax Resources Agreement. As part of this agreement, the following university-specific tax resources and services will now be available to CAUBO members: Tax Helpdesk: a service that offers direct access to communicate with PwC Indirect Tax and Income Tax practitioners regarding sector-specific questions or issues. … Continue reading "Tax Resources"

Tags: Compensation, Financial Management, Income Tax, Sales Tax, Tax Status, Taxes

May 10, 2016

Canada’s Universities: Cost Pressures, Business Models and Financial Sustainability – June 2015 Presentation

Canada’s Universities: Cost Pressures, Business Models and Financial Sustainability - June 2015 Presentation

Tags: Financial Management, Reports, Sustainability

June 29, 2015

University Manager 2015 Summer

2014 NCSE for Canadian Institutions – An Overview, The student payments landscape: a snapshot

Tags: Benchmarking, Financial Management, Process Efficiencies, Responsible Investing and Divestment, Student Accounts, Surveys, Treasury and Investment, University Manager

June 17, 2015

Canada’s Universities: Cost Pressures, Business Models and Financial Sustainability – Report

Canada’s Universities: Cost Pressures, Business Models and Financial Sustainability - Report

Tags: Financial Management, Reports, Sustainability

June 9, 2015

University Manager 2015 Spring

Emergency Management Part II: Communication, Higher Education Budgeting Basics – Concepts, creation and connections, Balancing agility, openness and security in IT’s new normal

Tags: Budgets, Communication, Emergency Management, Financial Management, Information Technology, Resource Allocation, Risk Management, University Manager

April 17, 2015

Establishing Enterprise Project Governance at Queen’s through a Project Portfolio Office

The success of Queen’s five year $30+ Million PeopleSoft project depended on inclusive project governance, agreement on the scope and priorities, and advanced project management. After the project, there were dozens of enterprise-level projects still to be done, but with no governance processes for prioritizing, sequencing or funding them. Most were business initiatives with a … Continue reading "Establishing Enterprise Project Governance at Queen’s through a Project Portfolio Office"

April 16, 2015