  {"id":335685,"date":"2023-06-02T13:50:00","date_gmt":"2023-06-02T18:50:00","guid":{"rendered":"https:\/\/yfile.news.yorku.ca\/?p=335685"},"modified":"2025-04-02T12:31:53","modified_gmt":"2025-04-02T16:31:53","slug":"york-university-to-address-budget-deficit-over-next-three-fiscal-years","status":"publish","type":"post","link":"https:\/\/www.yorku.ca\/yfile\/2023\/06\/02\/york-university-to-address-budget-deficit-over-next-three-fiscal-years\/","title":{"rendered":"快播视频 to address budget deficit over next three fiscal years\u00a0"},"content":{"rendered":"\n\n\n<p><strong>The following is a communication from 快播视频:<\/strong><\/p>\n\n\n\n<p>快播视频, like many post-secondary institutions across Canada, is facing short-term financial pressures related to a variety of internal and external factors. Fortunately, the University maintains healthy reserves to help mitigate enrolment fluctuations, support strategic opportunities and&nbsp;priorities that will continue to advance our vision and reduce our exposure to future risks. &nbsp;<\/p>\n\n\n\n<p>The key drivers of the revenue shortfall include provincial operating funds that have been outpaced by inflation, a decline in international student enrolment exacerbated by slow visa processing times and a concurrent three-year tuition freeze. York has a clear plan to respond to the challenges we face. A number of immediate measures are being taken to reduce the expected gap in revenue compared to expenditures that will see the budget balanced by 2025-26. The aim is to strengthen our enrolment, diversify revenue, and to minimize the impact on the high-quality education we provide where reductions in expenditures are necessary.\u00a0 \u00a0<\/p>\n\n\n\n<p>Consequently, to bridge the gap, administrative units will face an average of 2.5 to 4 per cent reduction in expenditures, with the Faculties and School of Continuing Studies absorbing up to a 2 per cent expenditure reduction. Budget reductions include a temporary pause or reduction in employee professional development, limiting the hiring of tenure stream faculty and staff to only urgently needed appointments, and a reduction in advertising that is not directly related to strategic enrolment management. It will also include the deferral of minor renovations and some equipment renewals.&nbsp;<\/p>\n\n\n\n<p>Strategies to drive new revenue will also be enhanced including program innovation, expanding capacity in high-demand programs, advancing 21st century learning such as microcredentials, launching our Markham Campus, student success and retention initiatives, strengthening our global engagement and internationalization strategy, implementing our Decolonizing, Equity, Diversity and Inclusion (DEDI) Strategy, building our profile and reputation, increasing our success in research and commercialization, intensifying University Advancement, and progress on our Campus Vision and Strategy. While each of these will contribute to our future financial sustainability, it will take time to realize the full benefit of our efforts.<\/p>\n\n\n\n<p>\u201c快播视频 has seen tremendous success and growth over the past few years, and I am confident we can maintain our momentum while navigating this short-term challenge. Our leadership in advancing the United Nations Sustainable Development Goals and our commitment to decolonization, equity, diversity and inclusion has helped propel York as the first-choice university for domestic students. These successes are a testament to the dedication and perseverance of our community and their commitment to driving positive change,\u201d says <strong>Rhonda Lenton<\/strong>, president and vice-chancellor. \u201cIt will be important for us not to lose sight of our long-term goals and delivering on our vision to provide students with access to a high-quality, research-intensive learning environment committed to the public good.\u201d&nbsp;<\/p>\n\n\n\n<p>Based on current university application data, York is in a strong position for the 2023-24 academic year with domestic first choice applications up 11.2 per cent. Converting these applications to enrolled students will have a positive budget impact.&nbsp;<\/p>\n\n\n\n<p>\u201cMitigating current financial pressures require all Faculties, divisions and units to do their part,\u201d says <strong>Lisa Philipps<\/strong>, provost and vice-president academic. \u201cWe will work with units and Faculties to ensure their individual goals, plans and initiatives are supported through a temporary pause of some activities. We have faced these challenges in the past with success and have identified a strategic way forward that allows us to continue to advance the priorities set out in the University Academic Plan.\u201d&nbsp;<\/p>\n\n\n\n<hr class=\"wp-block-separator has-alpha-channel-opacity\"\/>\n\n\n\n<h3 class=\"wp-block-heading\">L\u2019Universit\u00e9 York va g\u00e9rer son d\u00e9ficit budg\u00e9taire au cours des trois prochaines ann\u00e9es fiscales<\/h3>\n\n\n\n<p>L\u2019Universit\u00e9 York, tout comme de nombreux autres \u00e9tablissements d\u2019enseignement sup\u00e9rieur au Canada, fait face \u00e0 des pressions financi\u00e8res \u00e0 court terme li\u00e9es \u00e0 divers facteurs internes et externes. Fort heureusement, l\u2019Universit\u00e9 conserve des r\u00e9serves saines pour att\u00e9nuer les fluctuations des inscriptions, appuyer des possibilit\u00e9s strat\u00e9giques et les priorit\u00e9s qui continueront \u00e0 faire progresser sa vision et \u00e0 r\u00e9duire son exposition aux risques futurs.<\/p>\n\n\n\n<p>Les principaux facteurs \u00e0 l\u2019origine de ce manque \u00e0 gagner sont les fonds de fonctionnement provinciaux qui ont \u00e9t\u00e9 insuffisants pour faire face \u00e0 l\u2019inflation, la baisse des inscriptions d\u2019\u00e9tudiants internationaux exacerb\u00e9e par la lenteur du traitement des demandes de visa et le blocage parall\u00e8le des frais de scolarit\u00e9 pendant trois ans. York a un plan d\u2019action clair pour r\u00e9pondre aux d\u00e9fis auxquels elle est confront\u00e9e. Plusieurs mesures imm\u00e9diates sont actuellement mises en place pour r\u00e9duire l\u2019\u00e9cart attendu entre les recettes et les d\u00e9penses, et cela permettra d\u2019\u00e9quilibrer le budget d\u2019ici 2025-2026. M\u00eame si des r\u00e9ductions de d\u00e9penses sont n\u00e9cessaires, l\u2019objectif demeure de renforcer nos effectifs, de diversifier nos revenus et de minimiser l\u2019impact sur l\u2019enseignement de qualit\u00e9 que nous offrons.\u00a0\u00a0<\/p>\n\n\n\n<p>Par cons\u00e9quent, pour combler ce d\u00e9ficit, les unit\u00e9s administratives devront r\u00e9duire leurs d\u00e9penses de 2,5 \u00e0 4&nbsp;% en moyenne, tandis que les facult\u00e9s et l\u2019\u00c9cole de formation continue devront absorber une r\u00e9duction des d\u00e9penses allant jusqu\u2019\u00e0 2&nbsp;%. Les r\u00e9ductions budg\u00e9taires pr\u00e9voient une suspension temporaire ou une r\u00e9duction du d\u00e9veloppement professionnel des employ\u00e9s, l\u2019embauche de professeurs et d\u2019employ\u00e9s permanents restreinte \u00e0 des nominations indispensables, et la r\u00e9duction de toute publicit\u00e9 n\u2019ayant pas de lien direct avec la gestion strat\u00e9gique des inscriptions. Elles comprennent \u00e9galement le report de r\u00e9novations mineures et du renouvellement de certains \u00e9quipements.<\/p>\n\n\n\n<p>Les strat\u00e9gies visant \u00e0 g\u00e9n\u00e9rer de nouveaux revenus seront \u00e9galement consolid\u00e9es, notamment&nbsp;: l\u2019innovation en mati\u00e8re de programmes; l\u2019augmentation de la capacit\u00e9 de programmes tr\u00e8s recherch\u00e9s; la promotion de l\u2019apprentissage au 21<sup>e<\/sup>&nbsp;si\u00e8cle (comme les microcr\u00e9dits); le lancement de notre campus Markham; les initiatives de r\u00e9ussite et de r\u00e9tention \u00e9tudiante; le renforcement de notre engagement mondial et de notre strat\u00e9gie d\u2019internationalisation; la mise en \u0153uvre de notre strat\u00e9gie de d\u00e9colonisation, d\u2019\u00e9quit\u00e9, de diversit\u00e9 et d\u2019inclusion (DEDI); l\u2019am\u00e9lioration de notre profil et de notre r\u00e9putation; l\u2019augmentation de nos succ\u00e8s en mati\u00e8re de recherche et de commercialisation; l\u2019intensification des activit\u00e9s d\u2019avancement de l\u2019Universit\u00e9; et la progression de notre Vision et strat\u00e9gie du campus. Chacun de ces \u00e9l\u00e9ments contribuera \u00e0 notre future viabilit\u00e9 financi\u00e8re, mais il faudra un certain temps pour que nos efforts portent leurs fruits.<\/p>\n\n\n\n<p>\u00ab&nbsp;L\u2019Universit\u00e9 York a connu un succ\u00e8s et une croissance extraordinaires au cours des derni\u00e8res ann\u00e9es. Je suis convaincue que nous continuerons sur notre lanc\u00e9e tout en relevant ce d\u00e9fi \u00e0 court terme. Notre leadership dans la promotion des objectifs de d\u00e9veloppement durable des Nations Unies et notre engagement envers la d\u00e9colonisation, l\u2019\u00e9quit\u00e9, la diversit\u00e9 et l\u2019inclusion ont contribu\u00e9 \u00e0 faire de York un choix privil\u00e9gi\u00e9 pour les \u00e9tudiantes et \u00e9tudiants nationaux. Ces succ\u00e8s t\u00e9moignent du d\u00e9vouement et de la pers\u00e9v\u00e9rance de notre communaut\u00e9 et de son engagement \u00e0 susciter des changements positifs, d\u00e9clare <strong>Rhonda Lenton<\/strong>, pr\u00e9sidente et vice-chanceli\u00e8re. Il est important de ne pas perdre de vue nos objectifs \u00e0 long terme et de concr\u00e9tiser notre vision, \u00e0 savoir donner \u00e0 la communaut\u00e9 \u00e9tudiante l\u2019acc\u00e8s \u00e0 un environnement d\u2019apprentissage de haute qualit\u00e9, ax\u00e9 sur la recherche et engag\u00e9 en faveur du bien public.&nbsp;\u00bb<\/p>\n\n\n\n<p>Sur la base des donn\u00e9es actuelles sur les demandes d\u2019inscription, l\u2019Universit\u00e9 York est en bonne posture pour l\u2019ann\u00e9e universitaire&nbsp;2023-2024 avec des demandes nationales de premier choix en hausse de 11,2&nbsp;pour cent. La conversion de ces demandes en inscriptions aura des incidences budg\u00e9taires positives.<\/p>\n\n\n\n<p>\u00ab&nbsp;Pour att\u00e9nuer les pressions financi\u00e8res actuelles, toutes les facult\u00e9s, divisions et unit\u00e9s doivent faire leur part, d\u00e9clare <strong>Lisa Philipps<\/strong>, rectrice et vice-pr\u00e9sidente aux affaires acad\u00e9miques. Nous travaillerons avec les unit\u00e9s et les facult\u00e9s pour nous assurer que leurs objectifs, plans et initiatives individuels sont appuy\u00e9s par une suspension temporaire de certaines activit\u00e9s. Dans le pass\u00e9, nous avons relev\u00e9 ces d\u00e9fis avec succ\u00e8s et nous avons trac\u00e9 une voie strat\u00e9gique nous permettant de continuer \u00e0 faire avancer les priorit\u00e9s d\u00e9finies dans le Plan acad\u00e9mique de l\u2019Universit\u00e9.&nbsp;\u00bb<\/p>\n","protected":false},"excerpt":{"rendered":"<p>快播视频 provides the community with an update on its budget plan to address challenges while continuing to advance its 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