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Budget & AGM Process

Comprehensive overview of the AGM budget postponement and key budget principles. Details on Strategic Plan highlights, organizational priorities, and grievance updates. Discussion on renegotiation options and budget strategies.

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Budget & AGM Process

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  1. Budget & AGM Process • The membership at the AGM approved postponing approval of the budget to today. The motion was as follows: • Moved/seconded (Shawn Swallow/Damian Duffy): • “that the approval of the comprehensive budget for the period July 1, 2004 to June 30, 2005 be postponed until the Extra-Ordinary Meeting to be held Dec. 2nd, 2004.” • Carried.

  2. AAPS Treasurer’s Report • Strategic Outlook • Budget 2004 / 2005

  3. Handouts • 2004/05 Budget • Notes of this presentation

  4. Agenda • AAPS Strategic Plan Highlights • Background on Current Situation • Key Budget Principles • Proposed Budget 2004/05 • Motion to Accept Budget as Proposed • Discussion • Vote on the Budget

  5. Key Budget Principles • No deficit • Maintain appropriate reserves • Dues increases only as last resort • Prudence: • Address all known revenues and expenditures • Achievable • Time to assess whether new expenses are temporary anomalies or permanent situation.

  6. Strategic Plan Update • Compensation Grievance: Market Survey • Collective Bargaining 3. Strategic Communications 4. Customer & Stakeholder Relations 5. Organizational Priorities (Office & Board)

  7. Compensation Grievance • 1995: FA 50th percentile • 2000: Mercer 7% - 9% low • 2000: LoA 50th percentile • 2001: 2.3% increase • 2002: LoA 50th percentile • 2004: Hay 9% - 11% low Nov. 30/04 AAPS finally filed the grievance: we anticipate an arbitration and possibly an appeal.

  8. Negotiations • AAPS contract expires June 30, 2005 • All other collective agreements on campus also expire this year • Negotiations create extraordinary expenses

  9. Workload: Grievances • 2004 has been the busiest year to date • It appears that UBC is taking a hard line on many issues • Resolutions take more work and are harder to achieve

  10. Anomaly or Permanent Change? • Is this a one-time anomaly? OR • Is it the shape of things to come?

  11. Options • Back off & let UBC dictate terms. • Draw on reserves which were put away for a “rainy day”. • Raise dues.

  12. Legal Expenses • Hearings & Negotiations: $120,000 • Compensation Grievance: $60,000 • UBC Okanagan $30,000 Total $210,000

  13. Consultant Expenses • Temporary and technical assistance with: • Advocacy • Negotiations • Compensation Grievance • Financial planning and assessment • Filing & office systems • Total: $111,764

  14. Administration Expenses • The same as last year except for: • Salary continuance $48,500 • Market survey (AAPS share) $51,750 • Rent $20,000 • Temp assistance $35,000 • Insurance $13,000 • Contingency $3,000 • Total new $171,250

  15. Discussion & Questions

  16. Budget Options • Fund $260,000 from contingency • Fund $260,000 from dues • Fund $260,000 from a combination of contingency & dues • Notes: • Each $100,000 = 0.001 of dues • Option 2 requires dues to rise from 0.003 to 0.0056 of salary

  17. How Much Are Dues? Currently 0.003 of salary A member earning $50k pays per pay: • At 0.003 = $5.77 • At 0.004 = $7.69 • At 0.005 = $9.62 • At 0.0056 = $10.77 [UBC FA pays 0.00528]

  18. Dues Survey

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