2003-2004 _PDF_ - University of Calgary

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					Momentum l mo·'men·t&m
impetus gained by movement or progress

Annual Report 2003/2004

                                                  Who We Are                                                       1
                                                  Creating Momentum: Features                              2-7, 54-59
                                                  President & Chair Message                                        8
                                                  Transaction: Operational Review                                 10
                                                  Financial Highlights                                            26
                                                  Management Discussion                                           27
                                                  Statement of Management Responsibility                          31
                                                  Auditor’s Report                                                32
                                                  Financial Statements                                            33
                                                  Innovation: Year in Review                                      52
                                                  Statistical Summary                                             60
                                                  Governance                                                      61

Accountability Statement                          Mandate
The University of Calgary’s Annual Report for     In fulfilling our mandate and strategic academic
the year ended March 31, 2004 was prepared        goals, our programs and services link with the
under the Board’s direction in accordance         Government Core Businesses of People, Prosperity
with the Government Accountability Act and        and Preservation:
ministerial guidelines established pursuant to
the Accountability Act. All materials economic,   “The University of Calgary is a board-governed,
environmental or fiscal implication of which      comprehensive research university, offering degree
we are aware have been considered in the          programs at the baccalaureate, master’s and
preparation of this report.                       doctoral levels in education, engineering, fine arts,
                                                  health sciences, humanities, law, management and
                                                  physical and social sciences. Within Alberta, it offers
                                                  unique undergraduate and graduate programs in
                                                  communication studies, social work, geomatic
B.F. (Brian) MacNeill                             (surveying) engineering and graduate programs in
Chair, Board of Governors                         environmental design.
March 1, 2005

                                                  The University is a partner in the social and cultural
                                                  development of the province. It delivers a wide range
                                                  of credit and non-credit courses and professional
                                                  development to individuals and organizations
                                                  directly, through the technologies of distance
                                                  education, and, increasingly, through co-operative
                                                  education programs.”

                                                  Approved by the Minister of Education and Career Development,
                                                  now Alberta Advanced Education, in 1994.
                                                                           who we are

       First and foremost a place of education, the University of Calgary is one of four
       universities in Alberta. We share and discover knowledge and information through
       teaching and research with more than 28,000 students in 15 faculties, ranging from
       Engineering to Social Work. We conduct our work with integrity and for the benefit of
       people in Alberta and around the world – and with support from both the private and
       public sectors.

       Because we are committed and accountable to people, we are actively involved in
       supporting and contributing to the organizations and communities where we conduct
       our work. While our deepest alliances are in our hometown, U of C students, alumni,
       faculty and staff make connections around the globe.

Our commitment to students: Valued, Respected, Connected.

       Our Priorities
       • Recruiting and retaining the best academic staff
       • Providing undergraduate programs that reflect research strengths and the
          Academic Plan
       • Recruiting and retaining the best students

       Our Goals
       • Improving quality and the learning experience
       • Enhancing research and scholarship
       • Responding to growth and increasing access
       • Financial sustainability

       UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                   1
Charlie Fischer                l Building
  The President and CEO of Nexen, Charlie Fischer (BSc’71 and MBA’82)
  says Canada needs what the Institute for Sustainable Energy, Environment
  and Economy will deliver.

   As the demand for energy grows, so too does the need for “unbiased” information about sustainable
      energy development, says Charlie Fischer. The President and CEO of Nexen, Fischer joined the
       leadership board of the U of C’s Institute for Sustainable Energy, Environment and Economy (ISEEE)
         in February 2004.

           One of the University’s major projects, ISEEE will focus on secure, competitive energy supplies
           for a clean environment and a strong economy. The institute will work in partnership with other
            universities, governments and industry to produce and enhance world-class interdisciplinary
             research, innovation and education.

              ISEEE’s leadership board will provide the U of C with “invaluable guidance and a strong
               national and international perspective and profile,” says Robert Mansell, the institute’s
                managing director.

                  “There is a huge need for ISEEE,” says Fischer, explaining his decision to support
                   the institute. “Energy and a successful energy strategy are very important to our
                    province . . . We should be concerned about the sustainability of energy and fully
                     understand the economic and environmental impact of developing energy.”

                      The Kyoto Agreement, the Alberta oilsands and alternative sources of energy. These
                       are just a few areas of the energy industry that need to be studied and better
                       understood – by businesses, government and the public, says Fischer.

                        “If there is any place in the country that should be focused on studying these
                        issues, it should be Alberta and Calgary,” says Fischer. “We have the need, the
                         technology, the head offices and the expertise here.”

                         He adds: “We need to have unbiased information on which we can base public
                         policy. That should lead to better outcomes – I see that as something that’s missing
                        not just in Alberta, but in the country.”
Research                l Inquiry
     As a research-based university, the U of C has long used
     research to discover new knowledge and information.
     Now the University is using research to inspire learning
     in students such as Amanda Fulton (Communication
     & Culture).

With paradigms in education shifting, students at the University of Calgary are
no longer simply taught – they must be inspired to learn.

A research seminar (called General Studies 201) offered by the Faculty
of Communication & Culture is helping first-year students turn inspiration
into knowledge.

“We want to get students interested in something that’s meaningful or personal and
then start using research to find answers,” says Doug Brent, PhD and associate
dean (Academic) with the Faculty of Communication & Culture of the seminars,
which typically have just 25 students.

Students can choose a wide variety of topics to investigate in General Studies 201,
including Calgary, family and ethnic history, educational and shopping culture,
Canadian cinema and Alberta’s social, political and cultural history.

“The U of C’s emphasis on research helps first-year students excel and increase their
knowledge,” says Amanda Fulton, a first-year student in Communication & Culture.
“General Studies 201 helped me through a critical research period and helped me
understand the importance and effectiveness of a research-based university.”

Brent says students in General Studies 201 often undergo a major transformation.
“Many students expect to have information transmitted to them. In this course, they have
to take responsibility for what they learn . . . they get a lot of enjoyment in taking
ownership in what they’re learning.”

Part of the transformation students undergo is learning that a university library is far
different from a high school library (Brent calls university libraries “a wilderness of
information”) and that research is more than learning how to use a library.

Students can also conduct interviews, make observations, gather data, and review
original documents in archives, says Brent. “This gives them a sense of how research
culture works.”

Because research is so often powerful and memorable, it can change the educational
process from knowledge transmission to collective knowledge making.

For a research institution such as the U of C, Brent says General Studies 201 is “where
the rubber meets the road. Students can participate more in research, and that’s one of
the reasons they chose to come here.”
W. Brett Wilson                       l Contributing
     For W Brett Wilson (MBA’85) of FirstEnergy
     Capital Corp., charity builds goodwill with clients
     and the community.

Through his company, FirstEnergy Capital Corp., and with his partners,
W. Brett Wilson has supported more than 300 charities and community
organizations in Calgary, Alberta and across Canada.

While Wilson says the company’s charitable giving program is rooted in
philanthropy and altruism, it is also closely linked to the company’s
marketing activities: giving builds goodwill with clients – and with
the community.

The managing director and chairman of one of Canada’s leading energy
investment dealers, Wilson doesn’t like to talk about his company’s
charitable contributions in dollars and cents, even though FirstEnergy
gives at least 2.5 per cent of its pre-tax earnings every year to charity. And
in 2003, the year of FirstEnergy’s 10th anniversary, the company equally
divided $1,000,000 among 10 community organizations, among them the
University of Calgary, Mount Royal College and the Southern Alberta Institute of
Technology. For the most part, Wilson is content to describe FirstEnergy’s annual donations
as generous – and meaningful to both recipients and his company.

“We often have a soft spot for lesser-known charities and groups that don’t have high profiles but
do good work and catch our attention,” says Wilson. “Our staff are proud to work with a group that
has a social conscience . . . we like to show leadership to our staff, our clients and our community
in this area.”

Wilson’s leadership is also evident in his personal life. In 2002, he raised more than $250,000 for
the Alzheimer’s disease research by climbing Mount Kilimanjaro in Africa. When he shaved his
head for the Kids Cancer Care Foundation in the summer of 2004, the foundation netted more than
$275,000. As well, he and his teenage children – Justine, Rebecca and Russell – have travelled to
Mexico six times in the past five years to help build homes for the homeless.

A native of Saskatchewan and the son of a social worker and a car dealer, Wilson says he
learned early in life that supporting the community shows that “capitalism and socialism truly
can work together.”
Lisa Cousins                     l Accessibility
     Lisa Cousins always wanted to live in Calgary. A Chancellor’s Club
     scholarship and her studies at the Haskayne School of Business are
     making it possible.

As a young girl, Lisa Cousins of Carnduff, Saskatchewan would visit two of her uncles in Calgary and
wistfully think: “I wish I never had to leave.”

When Cousins was accepted into the Haskayne School of Business in 2002, her first thought was:
  “If I went to school there, maybe I wouldn’t have to leave.”

     But Calgary is a long way from Carnduff, which is about 100 kilometres east of Estevan,
     and Cousins had also been accepted into the universities of Regina and Saskatchewan.
     She wrestled with the thought of moving so far from home – and whether she could afford to live
     in Calgary as a student.

      A call one night heavily tipped the balance in the U of C’s favour: Cousins was offered a
      full scholarship from the Chancellor’s Club. Each year the U of C awards $22.9 million in
       scholarships, bursaries, fellowships, trust funds and assistantships to students so they
        can pursue studies at the University. Cousins’s scholarship is worth $3,000 a semester
         (or $24,000 during four years of study).

          “When I first got the call, I was speechless. That made it so much easier to decide to come
          to Calgary,” says Cousins, who is majoring in risk management and insurance. “I really
          wanted to come to Calgary because the city has so many more opportunities, and the
           university has such good courses and co-op programs.”

            Ask Cousins how she’s benefited from three years of study at the U of C and she’ll rattle
             off a litany of examples: working at the Fairmont Palliser Hotel in the summer of 2004
              during a co-op program; attending national conferences and professional events;
              “great and helpful” librarians; joining extracurricular clubs and activities; Haskayne’s
              high quality of education; and the opportunity to apply for more scholarships (she
              was awarded $1,000 toward her winter 2005 tuition from the Insurance Brokers’
              Association of Saskatchewan).

         Plus the homesickness Cousins expected never materialized.

    Now about 18 months from graduating, Cousins is convinced her childhood wish is about to come
 true. “I don’t think I’ll be leaving Calgary.”
Message l 'mesid3
    Education is all about the future. The knowledge and information we share today with our
    students makes a difference in every tomorrow that follows.

    As a university, the more we can share and inspire, the greater the difference we can make in people’s
    lives. For the past two years, we have focused our attention and resources on finding more efficient
    and effective ways to share our knowledge. In many instances, that has translated into efforts to
    increase access to the U of C and post-secondary education as a whole.

    Our direction has been charted by our Business Plan 2003 – 2007 and our Academic Plan. These
    plans map out our strategic academic priorities, goals and expected outcomes to our key
    stakeholders: our students, faculty, staff, community and business partners as well as government and
    other post-secondary institutions.

    Just as importantly, these plans clearly signal our commitment to changing the way we deliver educa-
    tion as well as to changing our role in the community. For example, our multidisciplinary approach to
    solving problems is bringing together many faculties and areas of interest to create projects such as
    the Institute for Sustainable Energy, Environment and Economy and the Language Research Centre.
    Our vision for an Urban Campus has gained tremendous momentum and support because we have
    brought so many individuals, partners and organizations to the drawing board. The Urban Campus will
    serve U of C students as well as students from other post-secondary institutions and dozens of com-
    munity organizations and agencies. Likewise, our Campus Calgary Digital Library will include a virtual
    library accessible to post-secondary education students throughout Southern Alberta.

    These projects reflect our fundamental commitment to making Calgary a better place to live, to
    making a difference and to shaping the future. At the heart of all we do is our goal of giving
    students an experience of a lifetime, an experience they will carry forward as they take their place
    in our community.

    On behalf of the Board of Governors, we’re pleased to present the University of Calgary’s 2003/04
    annual report. This report highlights the experiences, accomplishments and contributions of our

    Brian MacNeill,
    Chair, Board of Governors

                                                                      president & chair

students, graduates and faculties. It also captures our progress, opportunities, challenges and
accomplishments for the period April 1, 2003 to March 31, 2004.

In some instances, we made significant headway: our sponsored research increased 43 per cent to
$247 million in 2003/04. Our 2003/04 fiscal year ended with an $18.1-million surplus, compared to a
deficit of $42.2 million in 2002/03. Operationally, we made a number of difficult decisions in order to
address our deficit and direct our resources toward our priorities. One of those decisions was to
restrict enrolment to the levels we had in December 2002.

The recent provincial announcement of increases in student spaces is an important initiative,
providing a timeline and target for action. Over the next three years another 15,000 spaces
will be added, increasing to 60,000 spaces by 2020. The U of C will work with the province to
determine the operating and capital resources necessary to meet this commitment, with the
expectation that growth in capacity will reflect population and economic growth in Calgary.

Despite our funding challenges, we continue to be a powerful economic engine. In all, the U of C
accounts for 9,000 jobs in Calgary. Our revenues grew by more than $100 million in 2003/04 (to
$691.7 million from $586.7 million in 2002/03). We currently have more than $500 million of capital
projects underway or planned for construction.

Could we do more with more funding? Yes. Will money alone make us a better university? No.
We must continue to find better ways to deliver education, conduct research and be involved
in our community.

As more people hear about what we do and the importance of post-secondary education,
the more they understand their value. For every $1 spent today on a student’s education,
$3 are returned to the community in the future. Our graduates – about 5,000 a year and more
than 105,000 in all – are leaders, innovators and problem-solvers. They are truly the key to a
prosperous future.

                                                                               Harvey P. Weingarten,
                                                                        President and Vice-Chancellor

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                     9
Transaction l tran·'zak·sh&n
    Our Faculties                                          staff and visitors were an estimated $492
    Communication & Culture                                million in 2003/04. In all, the U of C injected
                                                           an estimated $836 million into the Calgary
                                                           economy in 2003/04.
    Environmental Design
    Fine Arts
                                                        The Academic Plan
                                                        Since 2002, the University of Calgary’s
    Graduate Studies
                                                        Academic Plan has been a strategic roadmap
    Haskayne School of Business                         for progress. The Academic Plan charts our
    Humanities                                          strategic direction and foremost priorities for the
    Kinesiology                                         next 10 years. It focuses on quality and the four
    Law                                                 areas where we have the greatest national and
                                                        international prominence and promise:
    Nursing                                             • Advancing health and wellness
    Science                                             • Leading innovation in energy and the
    Social Sciences                                       environment
    Social Work
                                                        • Creating technologies and managing infor-
                                                          mation for the knowledge society
    The University of Calgary has:
                                                        • Understanding human behaviour, institutions
    • 15 faculties and 80 academic programs               and cultures.
    • Full-time equivalent enrolment of 28,869,         From the beginning, the Academic Plan has
      including 20,265 full-time undergraduate          been an action plan that has created momentum
      students and 3,572 full-time graduate stu-        and resulted in tangible results. Both our
      dents (For historical growth see Statistical      momentum and results have been regularly and
      Summary, page 60)                                 extensively communicated in a series of
                                                        Academic Plan updates. As well, our 2003-2007
    • Full time equivalent staff of 4,758: 2,080 fac-
                                                        Business Plan is based on the Academic Plan;
      ulty and 2,678 support staff (For historical
                                                        the following section reports on the progress
      growth see Statistical Summary, page 60)
                                                        we’ve made toward our goals and targets.
    • More than 30 research centres, institutes
      and groups with national and international
      affiliations                                      Opportunities & Challenges
                                                        The Academic Plan has positioned the
    • 74 chairs and chair-holders allocated by the      University of Calgary to take advantage of its
      Canada Research Chair secretariat, 42 of          key opportunities in a dynamic, ever-changing
      which are confirmed by the secretariat            environment. The U of C’s Business Plan
    • Absorbed 20 per cent of the total growth in       2004-2008 identifies the following current
      Alberta’s post-secondary education system         opportunities and challenges.
      since 1993/94
    • More than 100,000 visitors every year to its
      campus, classrooms, lectures, events, mu-         Focusing on areas of strength
      seum, sports events and arts presentations        With governments increasingly recognizing the
                                                        critical links between leading-edge research,
    • More than 20,000 people a year attend a
                                                        post-secondary education and the benefits to
      lifelong learning course or program
                                                        society, the U of C will accelerate its integration
    • Played a significant role in Calgary’s economy    of teaching, research and creative activities to
      for nearly four decades. Currently, the U of C    attract publicly funded resources. By aligning
      is Calgary’s fifth largest employer and direct    our priorities to our strategic goals, we expect to
      expenditures by University students, faculty,     increase ACCESS funding.

                                                                              operational review

Applying research knowledge to benefit                          ties for closer and more meaningful ties with
society and the economy                                         our business partners and communities, particu-
We will continue to form new partnerships with                  larly in establishing a highly visible presence in
government, business and the community as                       downtown Calgary.
well as with national and international agencies
to develop programs and projects such as                        Return on investment in education
the Urban Campus and the Calgary Campus                         Public funding of universities – and post-
Digital Library.                                                secondary education – is an investment in
                                                                Alberta’s future. Highly qualified university
Currently ranked the ninth university in Canada
                                                                graduates drive the economy, earning more
for sponsored research (a drop from eighth in
                                                                money and contributing more tax dollars
2002/03), the U of C is expected to increase our
                                                                to government and social programs than any
research return to the community given signifi-
                                                                other group.
cant increases in research revenue in 2003/04.
                                                                By 2007, about 70 per cent of all new jobs will
Increasing lifelong learning options                            require some form of post-secondary education.
We will respond to the demand in professional
lifelong learning by offering flexible, adaptable               CHALLENGES
and scalable programs that can “ladder” into
masters and doctoral degrees and/or support                     Dealing with budget restructuring, funding
specialized professional development.                           and market uncertainty
                                                                One of our biggest challenges is to use the
We are also developing more non-credit                          University’s budget as a tool for implementing
courses and programs as well as credit courses                  change, and still adapt to the current environ-
delivered in innovative ways, such as Weekend                   ment. We have made fundamental changes in
U, spring and summer courses and post-degree                    our budgeting process and continue to enhance
continuous learning groups.                                     its transparency. We are making difficult
                                                                decisions to set priorities, reduce spending and
Accelerating research activity                                  balance our budget by 2005/06, however, the
With growing government and public under-                       gap between revenue and increasing expenses
standing and support of research activities, the                will remain an issue.
U of C is developing innovative programs to
increase our research funding. These programs                   Ensuring learners, teachers and researchers
will be based on more interdisciplinary and                     have appropriate tools and resources
multidisciplinary collaboration among our                       Making the appropriate resources available is
departments and faculty as well as with other                   integral to offering a high-quality learning
educational institutions.                                       experience and retaining top academic staff.
                                                                We must respond to issues of quality assurance
Increasing fund development and external                        as they relate to growth. Plus we must continue
revenue generation                                              to work with government and our community
Fundraising is increasingly important to the                    partners to increase and best use our physical
University as a means of supporting research,                   capacity and operating funds.
facilities and people. The philanthropic commu-
nity has already shown its support for the                      Integrating teaching, research and
U of C’s renewed goals and direction. Based on                  creative activity
this, we expect to dramatically increase our                    One of the priorities in our Academic Plan, this
fundraising activities and results during the next              will, over time, differentiate the U of C from
four years.                                                     other Canadian universities. Our efforts in this
                                                                area have already resulted in formation of the
Enhancing business opportunities                                Institute for Sustainable Energy, Environment
and partnerships                                                and Economy, the Institute for Advanced
Strategic partnerships can result in lower                      Policy Research and the Institute for Quantum
costs, higher revenue and improved operating                    information Science.
efficiency. We will continue to pursue opportuni-

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                              11
Resolving space issues to accommodate                   Managing the issue of funding for indirect
teaching and research programs                          costs of research
The U of C’s capacity – its existing infrastructure     Direct support for research does not fund the
of buildings, administrative systems and tech-          central and administrative costs we incur. With
nology – must be maintained and expanded to             the U of C’s sponsored research growing by
support our teaching, research and creative ac-         double digits, we have reached the limit of our
tivities. By accepting 20 per cent of the growth in     ability to absorb these expenses. We are collab-
demand for post-secondary education in Alberta          orating with universities in Alberta and across
during the past decade, our infrastructure has          Canada to inform and educate governments and
come under tremendous pressure and our                  the public of this situation.
students have come to expect more stringent
enrolment management.

Providing adequate research facilities is one of
our major concerns. We will assess our research          Goal 1
facility needs in the coming year and base our
growth on our objective of increasing research
                                                        Offer learning-centred programs and experi-
funding by 15 per cent a year.
                                                        ences appropriate to the needs, aspirations and
                                                        futures of our students.
Improving our ability to attract and retain the
best faculty and staff
One of our top priorities, our ability to attract and   TARGET
retain the best faculty and staff, will depend on       To manage undergraduate enrolment and
financial support and adequate infrastructure.          programs to ensure that students are highly
We face stiff competition: currently, Canada            satisfied with the quality of their learning and
lacks the PhD graduates to meet faculty renewal         research experience.
and growth needs across the country – an
estimated 30,000 in the next 10 years.
                                                        We continued our commitment to the under-
                                                        graduate learning experience, recognizing we
Increasing access through innovation and
                                                        could not sustain the 2003/04 levels of enrol-
                                                        ment with the resources available to us. Our
Accessibility to post-secondary education is a
                                                        Enrolment Management Plan was designed and
major concern throughout Alberta, and the
                                                        approved to keep undergraduate enrolment
U of C is working with educational institutions
                                                        within 2.5 per cent of the enrolment we had
to increase access to high-quality programs in
                                                        in December 2002 (23,900). Since the December
high-priority areas. Our ability to do this depends
                                                        2002 enrolment level included a significant
on appropriate levels of staffing, appropriate
                                                        number of under-funded seats, we continued to
types of space, adequate technical support
                                                        pursue new funding sources and considered
systems and sustainable operating funding.
                                                        redistributing enrolments between programs
                                                        as appropriate.
Improving the quality of information,
structure and business processes
Education is changing and to keep pace with             TARGET
those changes, the U of C must fundamentally            Implement a competitive admission process
change its culture, governance, organizational          by the fall of 2004, approved by the
structure, processes and systems. We must               General Faculties Council. Our progress
create a culture of accountability and ownership        was measured by the mean grade point average
throughout the University. To do so our existing        of entering students, and our target was
processes must be re-engineered to align with           to implement a top-down admission process
Academic Plan priorities – and we must perform          that capped enrolment.
to best-practice standards and modify our
processes and policies accordingly.

                                                                                                       goal 1

PROGRESS                                                        PROGRESS
In September 2004, we introduced a competitive                  Overall student ratings of instruction improved to
admissions process, which has increased the                     5.71 in 2003, with the most significant increases
mean entering average to 83.5 per cent up from                  in senior level undergraduate courses. Faculties
81.2 per cent in 2002.                                          with the highest overall ratings were Social Work
                                                                and Fine Arts; Social Work made the most
TARGET                                                          significant overall improvement.
To maintain or increase the recruitment
and retention of the best students, measuring                   TARGET
our progress on the graduate employ-                            Maintain tier one status in the semi-annual
ment rate/Alberta Learning core performance                     Alberta Learning survey of graduate satisfaction,
measure.                                                        where the benchmark is 95 per cent satisfied
                                                                (includes neutral and undecided).
The 2004 Alberta Learning measure indicated                     PROGRESS
that 91.2 per cent of eligible U of C graduates                 In the 2004 survey, 89.8 per cent of graduates
found employment within two years of gradua-                    were satisfied/very satisfied (includes neutral
tion, compared to 97 per cent in the 2002                       and undecided). We are currently analysing this
Alberta Learning measure. We are discussing                     result in order to improve future results.
this change with Alberta Learning to determine if
                                                                To enhance our service to all students, we
the survey questions changed or if indeed the
                                                                allocated $600,000 to web-enabled services
employment rate changed. One possibility is
                                                                and processes to give students real-time access
that the number of students continuing with their
                                                                to information. In the faculties of Science
education following graduation has increased
                                                                and Social Sciences, where access to highly
and they, therefore, are not seeking employment.
                                                                demanded required programs is an issue, we
In our efforts to attract the best students,                    awarded an additional $500,000 a year of funds
particularly from those in the International                    (for a five-year period).
Baccalaureate Program, we focused on increas-
ing the number of students admitted with 85 per
cent or higher averages. Our goal was to in-
                                                                To explore at least three collaborative opportuni-
crease the percentage to 35 from 32 in 2003. We
                                                                ties and/or proposals with other post-secondary
surpassed this goal and in the fall of 2004, 38 per
                                                                institutions on the issues of access. Support and
cent of the first-year students entering our class-
                                                                align with province’s Campus Alberta objectives.
rooms had averages of 85 per cent or higher.
To increase the number of top-quality graduate
                                                                We continued to develop a Campus Alberta
students at the U of C, we increased the
                                                                initiative in special education and we developed
financial aid available to them. In 2003/04, we
                                                                a transportation studies program in conjunction
committed $2.3 million (over two years) as
                                                                with SAIT.
reinvestment in graduate financial support and
$500,000 (over two years) to direct undergradu-                 Working with MRC and SAIT, the U of C com-
ate financial support from operating funds.                     pleted the first phase of community consultation
Fundraising for student scholarships and                        for the Urban Campus. More than 50 stake-
bursaries is also a key priority.                               holder groups were consulted, including the
                                                                Calgary Exhibition and Stampede, the YWCA,
TARGET                                                          the Salvation Army, a broad spectrum of the fine
Where possible, reduce class sizes in areas stu-                arts community, city planners and, most impor-
dents have identified the most need. Our target                 tantly, communities around East Village and
was to increase the 2002 graduate satisfaction                  Victoria Park, the preferred sites. An international
score of 5.67 (out of a possible 7.0).                          Ideas Competition will be launched early in 2005
                                                                by the Faculty of Environmental Design and de-
                                                                tailed programming work is underway.

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                13
TARGET                                               greater inquiry within the sciences and mathe-
Create a framework for increased interprovincial,    matics. An inquiry-based course, Science 251, is
national and international alliances, by reviewing   being developed. Additionally, we increased the
our processes and guidelines. Develop one new        number of new inquiry-based courses offered in
alliance agreement in 2003/04.                       other faculties, such as Humanities 200, General
                                                     Studies 201 and FINA 201.
The guidelines for collaborative initiatives are     Our new senior-level Innovation 321 and
currently under review and recommendations           323 courses are unique in Canada, with instruc-
are expected to streamline the approval process.     tion offered by a multidisciplinary team from a
Internationally, we have developed a contractual     number of faculties (Communication & Culture,
offering in Iran for a Master of Engineering         Engineering, Humanities, Science, Social
program. We are finalizing legal agreements for      Sciences and the Haskayne School of Business).
the Campus Alberta Applied Psychology
                                                     The Calendar Submissions Committee
Counselor program, and began reviewing our
                                                     completed course changes to introduce re-
existing collaborations with Medicine Hat
                                                     designed curriculum materials. Capstone
College and Red Deer College.
                                                     courses are features of the Bachelor of
In partnership with Alberta Learning and other       Health Sciences, Natural Sciences and
institutions, the issue of under-funded students     BioMedical Engineering programs.
at the U of C was addressed, and in the fall of
2004, the U of C received ongoing funding from       TARGET
Alberta Advanced Education.                          Ensure that at least one-third of courses in a stu-
As well, we consulted with other Calgary post-       dent’s program involve critical inquiry.
secondary institutions to offer options Alberta      PROGRESS
Learning can consider to meet the anticipated        This target was revised in the 2004 – 2008
increased demand for access to post-secondary        Business Plan to: each first-year student will
education in the next decade.                        experience one inquiry based learning experi-
                                                     ence. This reflects the considerable resources
TARGET                                               and efforts required to provide a quality
Respond to the demand to integrate research          inquiry-based learning experience.
and inquiry-based learning into the undergradu-
                                                     A U of C Inquiry Action Group was established
ate experience by increasing the number of
                                                     to clarify the special character of inquiry at
multidisciplinary programs and opportunities
                                                     the University and to highlight existing examples
available by 2006. Establish at least one pro-
                                                     of inquiry-based learning. These efforts will
gram and identify opportunities to expand
                                                     support increased focus on opportunities to
course offerings; implement the first redesigned
                                                     modify and increase numbers of inquiry-based
courses in 2005.
                                                     experiences. First-year programs were targeted
PROGRESS                                             as a priority. We are in the process of enhancing
We committed $200,000 in Learning and                broadly based, high-quality programs in the
Enhancement Management (LEEM) funding to             arts and sciences.
develop 10 to 18 pilot projects in 2005/06.
                                                     In response to a specific action item in the
In order to identify successes and galvanize new     Academic Plan, the Learning and Instructional
initiatives, we established an Inquiry Action        Development Sub-Committee (LIDS) was recon-
Group to spearhead increases in inquiry rich         stituted by the Academic Program Committee to
opportunities across campus. We also                 provide guidance to the Learning Commons and
recruited and hired a specialist with extensive      help advance inquiry.
experience in inquiry-based program delivery
to develop programming.                              TARGET
We developed a new, flexible and distinct degree     Enhance the quality of teaching, based on
program in Natural Sciences to meet the grow-        results from the Universal Student Ratings of
ing demand for interdisciplinary knowledge and       Instruction and Student Satisfaction Survey.

                                                                                                       goal 2

Provide, on an ongoing basis, teaching develop-                 TARGET
ment and training opportunities, particularly in                Increase by 15 per cent annually the scholar-
graduate student teaching skills by:                            ships and bursaries available through our
• Implementing programs such as the Teaching                    development office for undergraduate students.
  Certification Program                                         PROGRESS
• Implementing the Summer Institute, which                      Scholarship grants and awards were $22.9
  enhances skills of new and continuing                         million in 2003/04, an increase of 20 per cent
  professors                                                    from 2002/03.
• Conducting and disseminating teaching,
  learning and curriculum research                              TARGET
• Supporting and adopting innovative learning                   Conduct a fees and funding study of graduate
  technology.                                                   students to create a benchmark to ensure
                                                                programs are both competitive and affordable;
PROGRESS                                                        implement the study’s recommendations by the
The U of C allocated $1 million of its 2004/05                  fall of 2004.
budget for learning enhancements and class-
room support. The 2004/05 budget earmarks                       PROGRESS
$200,000 to support inquiry-based teaching                      Following completion of the fees and funding
and blended learning — the integration of face-                 study, we focussed on secured levels of funding
to-face classroom and online educational                        for PhD students as a first priority, which led to a
experiences. Additional funds will support qual-                $1.8-million reallocation to graduate studies
ity of teaching priorities identified by students.              to augment graduate research scholarships. This
                                                                created about 150 new graduate research
The Learning Commons developed a one-year
                                                                scholarships and will be used to expand the
University Teaching Certificate aimed at gradu-
                                                                Graduate Studies Dean’s Entrance Scholarships
ate students to enhance the quality of teaching
                                                                to 90 and to expand graduate teaching fellow-
they provide. The program introduces graduate
                                                                ships to target an additional 80 fellowships.
students to professorial responsibilities and best
                                                                Allocating graduate visa differential fee revenues
practices. Immediately popular and oversub-
                                                                to direct support of graduate programming
scribed, the program has since been expanded.
                                                                injects a further $1.6 million and accelerates our
The Learning Commons’ Summer Institute for                      efforts to increase per student funding.
Faculty Development, which is open to the larger
                                                                Recommendations also led to an increase in
community, helps participants to learn about
                                                                graduate funding from external sources of more
and practice teaching techniques for varied
                                                                than $1.7 million.
pedagogical environments. In summer 2003,
more than 100 people attended the institute,
compared to the 35 faculty members who
attended three half-day sessions in 2002/03.

The Learning Commons developed a new
                                                                    Goal 2
course, Inquiry Through Blended Learning, for
the fall of 2004.                                               Take our place as an internationally recognized
                                                                research university with particular emphasis in
Information Technologies, the Learning Com-
                                                                four interdisciplinary strategic priority areas.
mons and the faculties jointly launched a new
course delivery tool called Blackboard. This soft-
ware program allows instructors and students to                 TARGET
exchange notes and ideas over the Internet and                  Successfully launch and support major initiatives
supplements traditional face-to-face courses                    that support researchers in the Academic Plan’s
and meetings. More than 800 courses and more                    four strategic priority areas.
than 13,000 users were using Blackboard in the
                                                                1.   Health Research Innovation Centre
fall of 2003. Faculty and students can attend
                                                                     Currently under construction, the Health
workshops to help them use this tool to its
                                                                     Research Innovation Centre (HRIC) is
fullest potential.
                                                                     joined to the University of Calgary Medical

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                15
     School at the Foothills Medical Centre.               ments in 2005 to provide other ongoing cor-
     At a cost of $200 million, the HRIC is                porate support at a cost of $5 million over
     the U of C’s largest-ever capital project.            the next five years.
     When completed in January 2006, the
                                                           We established an ISEEE leadership board
     HRIC, the Health Science Centre and
                                                           that includes:
     Heritage Medical Research Building will
     be reorganized to optimize collaborative              • Gwyn Morgan, President and CEO of
     opportunities and overcome logistical                   EnCana Corp.
     challenges in housing new institutes. The             • Charlie Fischer, President and CEO of
     institutes affected may include:                        Nexen Inc.
     • Hotchkiss Brain Institute                           • Jim Gray, Chair of Canada West
                                                             Foundation and Director of Brascan,
     • Libin Cardiac Institute
                                                             Canadian National Railways and Emera
     • Cancer Institute                                      Inc. and founder of Canadian Hunter
     • Infection, Inflammation and Immunity                  Exploration Ltd.
       Institute                                           • Robert Church, Chair Emeritus of the
     • Maternal and Child Health Institute                   Board of the Alberta Science and
     • Bone and Joint Institute                              Research Authority
     • Centre for Health and Policy Studies                • Neil McCrank, Chair of the Alberta
                                                             Energy and Utilities Board
     • Centre for Advanced Technologies.
                                                           • Elizabeth Dowdeswell, former Executive
     The HRIC will double the amount of space                Director of the United Nations
     for multidisciplinary and collaborative health          Environmental Programme and Pre-
     research and training of highly qualified               sident of Nuclear Waste Management
     health sciences personnel.                              Organization
2.   Bachelor of Health Sciences Program                   • Granger Morgan, University and Lord
     The equivalent of 56 full-time learning                 Chair Professor in Engineering, Carnegie
     equivalent (FLE) are enrolled in the program,           Mellon University.
     despite the short lead-time between the
                                                           Additionally, we recruited David Keith, one
     funding announcement in the summer
                                                           of the world’s top energy and environment
     immediately preceding the program’s first
                                                           researchers, as a Canada Research Chair.
     year’s fall registration. Ongoing expansion
     was approved at 75 FLE per year. The             4.   Institute for Advanced Policy Research
     program features development of inquiry-              The Institute for Advanced Policy Research
     based courses and summer research                     (IAPR) will provide high-level analysis
     fellowships for students.                             and direction on key policy matters critical
3.   Institute for Sustainable Energy,                     to our city, province and country. The
     Environment and Economy (ISEEE)                       institute will elevate the level of policy
     ISEEE investment reached $16 million,                 analysis and debate in the community and
     $600,000 of which came from seed money                enhance the visibility and impact of policy
     from Alberta Energy in the summer of 2004.            research on campus.
     This contribution leveraged considerably              The U of C made several appointments to
     more research funding for scholars than the           the IAPR in 2003/04: Ken McKenzie as di-
     U of C would have otherwise received. The             rector and four professors who will lead four
     U of C’s investment in this institute is about        areas of focus. As well, 30 U of C acade-
     $1.8 million over two years.                          mics became institute fellows.
     In June 2004, Husky Energy Inc. announced             In 2003/04, the institute sponsored a speak-
     $8 million of support for the Chair in                ers’ series on the Democratic Deficit.
     Bituminous Materials over the next five
     years by setting up an endowment fund of         5.   The Language Research Centre
     $3 million to support asphalt research.               The Language Research Centre is a collab-
     Further, Husky will renew work commit-                orative project of the faculties of

                                                                                                         goal 2

     Humanities, Social Sciences and Education                  for all three councils: the Social Science and
     that leads research into language learning,                Research Council of Canada, the Natural
     teaching, technologies and policymaking.                   Sciences and Engineering Research Council and
     Housed in a $1.1-million facility, it features             the Canadian Institute of Health Research.
     state-of-the-art computers, testing equip-
     ment and learning environments.                            PROGRESS
                                                                In 2004, the U of C applied for 456 Tri-Council
     The Canada Foundation for Innovation, the                  grants and was awarded funding for 194
     Province of Alberta and the University of                  projects. The funding for CIHR grants in 2004
     Calgary jointly fund the centre. The U of C                was not available at printing. In 2002, the U of C
     will receive $666,000 in access funding from               applied for 528 grants and was awarded
     the province for an initiative to enhance                  $55.7 million for 256 of them. In 2003, the
     second-language learning. The Language                     University successfully applied for 247 grants
     Research Centre will be an active partici-                 (out of a total of 507) and received $60.3 million
     pant in the project.                                       in funding.
     The centre includes the Second
     Language Research Centre, which is                         TARGET
     unique in Canada, and focuses on the                       Increase market share of industry sponsored
     professional development of language                       research.
     teachers at all levels, technology-
     enhanced      language       learning and                  PROGRESS
     psycholinguistic investigation.                            Industry-sponsored research increased by
                                                                56 per cent, in part because of an increase in
                                                                clinical trials funding.
Rank among top five Canadian universities by
2010. Increase sponsored research funding from                  TARGET
$171 million in 2002 to $500 million by 2010.                   Increase number of faculty positions funded
                                                                from external sources by 100 to 350.
The focus for research growth shifted to increase               PROGRESS
sponsored research funding by 15 per cent per                   As of March 26, 2004, the U of C had 1,550 con-
year to $300 million by 2008 and achieve accel-                 tinuing academic staff holding a current limited
eration rates in research revenue growth that                   term, contingent term, initial term or tenured ap-
make the U of C competitive with other top                      pointment. Of these, external agencies partially
Canadian research universities.                                 funded 194 positions, including 12 by the
                                                                Alberta Heritage Foundation for Medical
The U of C’s ranking dropped to ninth from                      Research. Another 257 positions are 100 per
eighth for sponsored research at Canadian                       cent externally funded, including 86 by Alberta
universities although sponsored research in-                    Heritage Foundation for Medical Research and
creased 43 per cent to $247 million in 2003/04,                 47 Canada Research Chairs.
compared to last year’s total of $173 million. This
included a 68-per cent increase in funding from                 Relying on external funding represents both a
federal programs, a 56-per cent increase in                     risk as well as a welcome influx of support for
industry-sponsored research and eight per cent                  advancing research. The risk is that agencies will
increase in federal Tri-Council research funding                decrease their funding support, as the Alberta
(the Canadian Institutes of Health Research,                    Heritage Foundation has done in recent years. A
Natural Sciences and Engineering Research                       decrease in such external funding will signifi-
Council and Social Sciences and Humanities                      cantly affect the U of C’s ability to sustain its cur-
Research Council).                                              rent level of productivity.

                                                                The U of C ranks seventh nationally among
TARGET                                                          universities for the number of Canada
Rank in the top five in application success rates               Research Chairs it will receive. Forty-seven
and total dollars per faculty full time equivalent              Canada Research Chairs now teach and

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                  17
study in a variety of disciplines, among              TARGET
them genetics, earth science, history and             Implement a post-doctoral fellowship initiative
information technology.                               that focuses on recruiting, retaining and
                                                      supporting the best post-doctoral fellows by
                                                      establishing a post-doctoral office.
Foster growth in research-oriented graduate           PROGRESS
programs, especially in our four strategic priority   The post-doctoral office was established and a
areas, by increasing graduate enrolment from          coordinator hired; policies and programs are
15.7 per cent of total full time and part time en-    being developed.
rolment to 20 per cent by 2007 (assuming the
base undergraduate enrolment remains con-             The U of C has about 400 post-doctoral
stant). Double the doctoral level enrolment.          fellows, mostly in Medicine. A registration
                                                      system for post-doctoral fellows is cur-
PROGRESS                                              rently under development to ensure accurate
Graduate enrolment increased in 2003/04 to 17         reporting.
per cent of the total student population, com-
pared to 15.7 per cent in 2002/03. In addition,
the number of doctoral students increased by
                                                      Work with government to increase and maximize
166 to 1,090 in the fall of 2003, compared to 924
                                                      funding support to appropriate levels for the
in the fall of 2002.
                                                      indirect costs of research.

TARGET                                                PROGRESS
Double per capita scholarship support for             Through a program implemented by the
graduate students by 2007, and develop a target       Government of Canada in 2003, the U of C
for post-doctoral fellows.                            received indirect costs of research funding
                                                      equivalent to 2.4 per cent of total Tri-Council
PROGRESS                                              support in 2003. While this is significantly lower
We implemented several initiatives. Our PhD stu-      than 4 per cent of research operating cost
dents will be well prepared through the               target levels established in a report from the
University Teaching Certificate Program to play a     Prime Minister’s Advisory Council on Science &
key role in integrating leading edge research into    Technology, it has provided more than $8 million
the undergraduate curricula. A prior commitment       to the U of C in 2002/03 and 2003/04, and
of $2.3 million over two years, starting in 2003,     is expected to provide similar funding again
was augmented this year by $1.6 million in            in 2004/05.
spending on top-quality graduate students, es-
pecially at the PhD level.
One of the highest priorities of the U of C’s         Promote partnerships with federal and provincial
fundraising plan is to increase funding for PhD       governments and the private sector to leverage
awards. The U of C will grow its fundraising tar-     available resources and increase the total dollar
get for graduate awards from 15 per cent to 25        value of partnership investments.
per cent of all scholarship fundraising. We have
identified three key scholarship programs to en-      PROGRESS
hance our PhD awards program: Dean’s                  The U of C will name champions for each of its
Entrance Awards, Silver Anniversary Scholarship       16 pillars of international prominence and
and the Centennial Graduate Award.                    promise as identified in the Academic Plan.
                                                      These senior scholars, including those who were
Graduate funding increased from $29.7 million         named for ISEEE (Robert Mansell), IAPR
to $34.9 million; in addition, per capita support     (Ken McKenzie), and Creativity and Innovation
in 2003/04 was $9,806, compared to $9,175             in the Arts (Susan Bennett), will focus on
in 2002/03.                                           engaging internal and external communities to
Targets for students in the post-doctoral pro-        ensure there is action on accelerating research
gram are currently under development.                 and promoting multidisciplinary studies.

                                                                                                      goal 3

The Canada Research Chairs program gives                        TARGET
the U of C a major opportunity to recruit and                   Strengthen infrastructure and support for
retain scholars of demonstrated outstanding                     research liaison programs by increasing
performance or of outstanding promise. Our                      industry contracts.
Academic Plan priorities guide nominations;
we were successful in more than a dozen areas,                  PROGRESS
among them: mobile multi-sensor geomatics                       We created a medical industrial relations posi-
systems information visualization, molecular                    tion to foster relationships with the pharmaceuti-
neurobiology disease, auroral studies and                       cal industry and to grow the clinical trials enter-
image science.                                                  prise. We also created an industry liaison posi-
                                                                tion at the Calgary Centre for Innovative
                                                                Technology to secure new relationships with in-
TARGET                                                          dustry partners and to ensure researchers un-
In the next years, identify provincial, national and            derstand contract research/industry partnership
international benchmarks to confirm or identify                 opportunities available to them.
areas of strength.
                                                                The Natural Sciences and Engineering
PROGRESS                                                        Research Council Intellectual Property Manage-
A committee, chaired by the Vice-President,                     ment Program provided partial funding for
(Research & International), was established                     these positions.
to develop appropriate measures that
go beyond fiscal input measures. Work is
currently underway to bring forward measures
                                                                Enhance building infrastructure to accommo-
in 2004/05.
                                                                date the planned growth in research funding and
                                                                expand our capacity for research transfer.

                                                                In addition to developing a Research Transition
 Goal 3                                                         Facility in Research Park, the U of C developed
                                                                the Health Research Innovation Centre to trans-
Return the benefits of our research and learning                fer clinical research into practice.
to our communities, ensuring that we are re-
sponsive to their needs.
                                                                Maximize opportunities to complete the con-
TARGET                                                          struction of laboratories within recently built
Triple commercialization performance and re-                    buildings by increasing the number of success-
main one of the leading universities in revenue                 ful applications for Canada Foundation for
from technology transfer by 2010.                               Innovation awards.

PROGRESS                                                        PROGRESS
In its 15-year history, University Technologies                 Two successful Canada Foundation for
International (UTI) has created 38 new                          Innovation applications resulted in funds of
companies, and established itself as one                        $17.5 million to equip and develop facilities.
of Canada’s top technology transfer/commer-                     Despite significant fiscal challenges, and
cialization institutions.                                       uncertainty over the degree of matching support
                                                                from the provincial Innovation and Science
UTI highlights for 2003/04 include:
                                                                ministry, the U of C recognized the critical
• Hiring Paul Cataford as CEO                                   importance of securing these federal funds. We
• Focusing on developing its existing portfolio                 continue the struggle to identify the more than
• Increasing commercialization activities to                    $3 million of matching funds needed to secure
  $4.5 million in fiscal 2003, compared to                      CFI grants for Canada Research Chairs and New
  $2.5 million in fiscal 2002                                   Opportunities funding.
• Building a research transition facility (opened               The Research Services Office, and in particular
  in September 2004).                                           the Partnership Program Office, and the Office of

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                               19
the Vice-President (Research & International),       system to supply the massive computational
provided significant resources and input into        power for complex research projects.
preparing for CFI site visits.
                                                     Red Crow Community College and the U of C
Implementing the Partnership Program Office          Information Resources negotiated a memo of
helped the U of C move up the ranks of univer-       understanding to share access to library re-
sities receiving Canada Foundation for               sources. This will give Red Crow students ac-
Innovation awards. We were cumulatively ranked       cess to 10,000 items: online documents, files
17th for the first and second competition rounds,    and audio/visual programs, housed at the U of
receiving a total of $11.4 million. In the third     C. In return, the U of C will be able to collect the
round, we ranked sixth in Canada, receiving          necessary research and learn traditional
more than $22.6 million.                             Blackfoot/Blood tribal ways from the elders and
                                                     teachers at the school.
Strengthen involvement in multi-institutional        TARGET
partnerships and collaborations with the com-        Through Continuing Education and the Faculty
munity. Through the Academic Health Council,         of Graduate Studies, promote the development
promote greater collaboration with the Calgary       of post-degree continuous learning programs
Health Region, including shared infrastructure       and one-stop shopping for prospective students
and shared research.                                 interested in lifelong learning.

PROGRESS                                             PROGRESS
We created the Regional Strategic Research and       Through a collaborative approach between the
Evaluation Council, whose members include the        Faculty of Graduate Studies and Continuing
Calgary Health Region, the Associate Dean of         Education, we developed several new programs,
Research in Medicine, the Associate Dean of          including three graduate certificates, one
Research in Nursing and the Associate Vice-          graduate diploma, one post-master’s certificate
President (Research and International). The U of     and one post-master’s diploma in 2002/03.
C and the Calgary Health Region are planning         In 2003/04, we retained these programs
new institutes; agreements for sharing indirect      and added one new post-master’s certificate
costs of research funds were formalized with the     and two new post-master’s diplomas. As well,
Calgary Health Region and the Alberta Cancer         the Post-Master’s Certificate in Nursing was
Board. An umbrella affiliation agreement be-         changed to a diploma.
tween the Calgary Health Region and
Information Resources is expected to be final-
ized in 2004/05.
                                                     Increase market share and revenues from non-
The University of Calgary and the Calgary Health     credit course offerings.
Region will realize a number of synergies through
the new Alberta Children’s Hospital and the
                                                     Continuing Education moved from being a
Health Research Innovation Centre.
                                                     faculty to being a business unit focused on
We are also actively engaging community asso-        non-credit opportunities. This reorganization,
ciates. For example, the faculties of Education,     along with a softening in demand for information
Humanities, Medicine and Social Work have cre-       technology training, led to an overall decrease
ated advisory councils of business leaders and       in revenue. These changes are, however,
other high-profile members of the community.         expected to better position the U of C for
These councils assist the faculties in fundraising   the future.
and business development opportunities.

The U of C has forged exciting alliances to fur-     TARGET
ther share information resources. We are partici-    Increase accessibility for professional develop-
pating with a number of western Canadian uni-        ment, ensuring that offerings are highly relevant
versities and research institutions to create        to practicing professionals.
WestGrid, a $44-million advanced computing

                                                                                                    goal 4

PROGRESS                                                        TARGET
The Faculty of Social Work responded to the                     Based on the Citation Impact Index, rank among
growing needs of professionals with several new                 the top five universities in Canada.
programs, including a distance program for pro-
fessionals in the field; a Post-Masters Diploma in              PROGRESS
Advanced Studies, which can ladder into a PhD;                  This target was refined in the 2004/2005
and a new two-year Master of Social Work de-                    Business Plan to increase the Citation Impact
gree program for qualified students with an un-                 Index ratings from current levels of 5.14 to
dergraduate degree other than a Bachelor of                     5.7 and to increase the citation percentage to
Social Work (the only such masters of social                    67 by 2008, up from 63.
work program in western Canada.)
As well, the U of C continued to develop and
                                                                Meet with a cross-section of 800 community
grow post-degree continuous learning in
                                                                leaders by 2004 to share information about the
geology and geophysics.
                                                                U of C and to listen to their needs and ideas.

TARGET                                                          PROGRESS
Enhance public awareness of the U of C and its                  Several events and functions increased the
contributions, including expanding community                    community’s awareness of the U of C’s pro-
consultation and improving our website.                         grams and direction. The 20 x 20 community
                                                                meetings gave U of C friends and partners
PROGRESS                                                        the opportunity to speak directly with the
The first of two stages of the web redesign was                 U of C’s President about their impressions of
completed by the fall of 2003. Our community                    the U of C and its directions. The June 2003
consultation process was expanded through                       Campus Fair, the U of C’s first open house in
various advisory councils and the public consul-                10 years, attracted 5,000 visitors. Participants
tation for the Urban Campus.                                    learned first-hand about the U of C’s programs,
In addition, the Alumni Association staged a                    enjoyed a variety of fine arts performances and
number of community events including:                           listened to university speakers.

• hosting its first-ever tailgate party at a Dinos              We kept internal and external communities
  football game                                                 up to date on our vision and progress
• meetings between U of C President Harvey                      through widely distributed publications (Your
  Weingarten and alumni groups in Hong Kong,                    University, OnCampus, OnCampus Quarterly
  Ottawa and Edmonton                                           and Community of Discovery) and through
                                                                presentations to new faculty and emeritus
• adding a calendar of events to the alumni
• welcoming hundreds of alumni and their
  families to the Campus Fair in 2004.

Chancellor Bill Warren has led Senate volunteers
in exploring the U of C’s goal of return to the
                                                                    Goal 4
community from the community’s standpoint. In
Senate’s project Impressive Impressions (known                  Provide a positive work environment.
as I2) people in the community describe U of C’s
meaningful impact on their lives.                               TARGETS
With a mandate to inquire into any matter that                  • Develop and produce an up-to-date recruit-
might benefit the University and enhance its                      ment manual for hiring officers.
position in the community, senators are                         • Survey all faculties for selection committee
ambassadors in the important community-                           experience on the identified matters.
campus relationship.                                            • Develop a mandatory leadership develop-
                                                                  ment opportunity for new academic Depart-
                                                                  ment Heads as “frontline supervisors.”

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                             21
• Develop exit interview initiative to assist in   disciplines facing competitive market recruit-
  academic staff retention planning.               ment and retention pressures. The renegotiated
                                                   agreement also allows the Provost’s Salary
PROGRESS                                           Adjustment Fund to address competitive
The Human Resources division expanded              pressures that may exist for individual academic
recruitment and retention services by creating     staff members of strategic importance to the
a recruitment binder of policies and procedures    University and/or those staff who have
and by expanding orientation services for          demonstrated outstanding performance. Com-
new faculty.                                       pensation is intended to be academic base
In August 2004, HR began a pilot mandatory         salary increases, over and above the negotiated
leadership development program for new de-         salary schedule and increment structure.
partment heads; more programs are planned.         The U of C is also piloting a Management
We developed a new web-based academic              & Professional Staff (MaPS) performance
annual report framework to support the             bonus program for fund development officers
performance assessment process in 2005.            that links outcomes achieved to compensation
In June 2004, HR piloted and then modified a
web-based exit interview initiative, with the
option of speaking face to face with an HR         TARGET
professional. We are also developing a system      Offer additional training and development semi-
to collect timely campus-wide data from            nars for leaders in all employee groups in order
academic staff leaving the University after        to identify and resolve work environment issues.
December 1, 2004.
                                                   We expanded leadership development opportu-
TARGET                                             nities for faculty human resources officers and
Expand the University’s immigration expertise      new academic department heads.
by 2004.
                                                   The U of C has presented six employee work-
PROGRESS                                           shops related to managing change in times
Human Resources is surveying the deans to as-      of transition. As well, we continued integrated
sess their satisfaction level.                     work with the Staff Wellness Centre to identify
                                                   workplace wellness issues and work collabora-
HR has worked with IT to develop and imple-        tively towards resolution.
ment a tracking system designed to remind
academic staff of pending work visa and/or
social insurance number expiration. HR is en-      TARGET
hancing the expertise of the Information           Expand leadership development opportunities
Management and Administration Group interna-       and professional development for senior man-
tional recruitment staff through courses and       agers by:
purchased materials.                               • Offering development opportunities to 50 per
                                                     cent of management and professional staff.
The U of C is participating in the Alberta
Provincial Nominee Program, a pilot project to     • Partner with Continuing Education to offer
reduce the time foreign workers must wait for        leadership development training to Alberta
permanent residence status from Citizenship          Union of Provincial Employees staff.
and Immigration Canada.
                                                   In September 2004, in partnership with Franklin
TARGET                                             Covey, we offered the eighth leadership
Achieve amendments to the            Collective    development course for management and
Agreements currently in place.                     professional staff, about 50 per cent of MaPS
                                                   has now attended. In May 2004, HR responded
PROGRESS                                           to requests by MaPS “graduates” of the leader-
The renegotiated collective agreement with         ship development program for a one-day
faculty members allows for greater use of          refresher course.
market supplements over extended periods in

                                                                                                     goal 5

HR and Continuing Education piloted a                           ings to discuss the 16 pillars of the Academic
four-day leadership development program                         Plan. The outcomes and contents of these
for unionized staff in the spring of 2004; a                    meetings were shared with participants through
second program was offered twice in the fall                    e-mail reports.
of 2004.
                                                                A web-based discussion forum called “Round-
                                                                table” was introduced in spring 2003, allowing
TARGET                                                          employees to post messages about the
Recognize and celebrate outstanding achieve-                    Academic Plan.
ments of faculty, staff and students, by
providing reviews and recommendations to
senior administration.

PROGRESS                                                            Goal 5
The U of C is currently developing an inventory
of best practices used across campus. By
                                                                Enhance our effectiveness as a responsible and
December 2004, it will create a proposal that
                                                                responsive organization.
outlines a realigned reward and recognition
program that includes both financial and non-
financial incentives.                                           TARGET
                                                                Maintain tier one status with administration ex-
                                                                penditures under four per cent of total expendi-
                                                                tures less ancillary and subsidiary expenditures.
Improve internal communications by doubling
the number of communications to faculty and                     PROGRESS
staff by 2004.                                                  In 2003/04, the U of C continued to manage
                                                                administrative expenses. Overall, for the year,
                                                                the U of C maintained its Tier 1 status with
The internal community newsletter, the Gazette,
                                                                administration expenses of 3.59 per cent
was relaunched as OnCampus in September
                                                                (compared to the provincial target of 4.0 per cent
2003. The number of issues was doubled to
                                                                and past rates of 3.0 per cent in 2002/03 and
provide greater opportunities to keep faculty
                                                                3.06 per cent in 2001/02).
and staff up-to-date on news and issues. The
content was revamped to be more inclusive,
interesting and up-to-date. A web version of                    TARGET
OnCampus, called @OnCampus, now provides                        Successful implementation of PeopleSoft appli-
online information.                                             cation, specifically the finance, procure to pay
                                                                and HR pay modules.
Several faculties such as Kinesiology and Social
Work introduced e-newsletters to keep their                     PROGRESS
faculty and staff informed. The structure of the                The Board of Governors approved the project
website is continually revised to incorporate real-             and, subsequently, the U of C hired a project di-
time links from the homepage to all newsletters                 rector to help implement the financial modules
and key publications created.                                   (in 2005) and the human resources and student
In 2003/04 Harvey Weingarten, the President                     information modules (in 2006).
of the U of C, introduced regular messages to
faculty and staff on key issues of interest to the              TARGET
campus community. These messages continue                       Enhance the linkage between planning, resource
to be distributed by e-mail to all faculty and staff            allocation and measurement of progress.
on a regular basis and serve as a key opportu-
nity to engage our community.                                   PROGRESS
                                                                Developing a planning and accountability
We continued to create a more inclusive environ-                framework in 2003 assisted faculties and units
ment. The President of the U of C held meetings                 to focus their activities in support of the
with staff and faculty to discuss issues and                    Academic Plan. This led to the creation of a
answer their questions. He also held 16 meet-                   strategy map, which graphically portrays

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                              23
specific goals, strategies and outcomes that         sive and timely communication of resource
directly inform the process for the allocation       allocation decisions and by providing periodic
of new resources. This graphical tool has            progress and fiscal snapshots.
strengthened the link between the planning and
budgeting process and focused our commit-            PROGRESS
ment to allocating resources to the U of C’s         The U of C focused its communications with
highest strategic priorities.                        all areas involved in budget and planning. We
                                                     launched Project eMerge, which was developed
In 2003/04, we completed a project funded            to renew the administrative systems. As well,
jointly by Alberta Learning and the U of C to        we invested significant time in developing de-
further refine measures and targets for the strat-   tailed letters to give transparent feedback about
egy map. The strategy map was then introduced        resource allocation and we took the first steps to
to the University Planning Committee, a commit-      introducing quarterly financial reports.
tee of the General Faculties Council.

TARGET                                               Create a sustainable development model to
Continue to improve communication of process         provide a consistent and growing revenue base
to enhance transparency and communication of         for the institution. The model will include oppor-
resource allocation decisions.                       tunities to leverage funding from multiple
                                                     sources including strategic business alliances,
                                                     strategic donor investment and government
In the fall of 2003, the U of C established an
                                                     granting agencies.
Office of Coordinated Planning to reinforce the
planning process as the key driver in the alloca-    PROGRESS
tion of resources. Accountability for both strate-   We increased our focus on strategic business
gic planning and resource allocation is now          alliances and strategic donor investment. Two
combined in this office. The Office is strongly      major strategic business alliances were solidified
linked to the Vice-President (Academic) and the      and plans are in place to further increase the
Vice-President (Finance and Services) to ensure      number of alliances.
all available resources and fiscal accountability
are considered in all planning.
The U of C made solid progress in both capital       Increase the number of profitable ventures initi-
planning and accountability. A key aspect of the     ated through development of well supported
budget process this past year was the shift in fo-   business cases.
cus. Instead of only considering the $310-million
operating budget as central to our successful        PROGRESS
operation, we are now considering how best to        We implemented a Business Development
deploy the entire $600-million budget. For the       Office to support business cases.
first time, capital planning and budget was incor-
porated more explicitly in broader planning and      TARGET
resource allocation deliberations to align with      Incorporate plans for fundraising priorities into
academic planning and budgeting.                     the 2004/05 budget process.
The U of C determined its funding priorities         PROGRESS
by using the strategy map. Comprehensive             We originally established an aggressive four-year
faculty plans were developed and vetted by           plan with a target of $163.7 million and have
the President/Vice-President group and the           since revised it to $275 million (2004/05 –
U of C Planning Committee and Budget                 $50 million; 2005/06 – $70 million; 2006/07 –
Committee.                                           $75 million; 2007/08 – $80 million). We revised
                                                     our plans based on new information, the U of C’s
TARGET                                               willingness to make strategic investments in
Build and maintain more effective and open           development, and an assumption that markets
communication mechanisms by the comprehen-           will remain positive.

                                                                                                    goal 5

TARGET                                                          facilities, and will implement the guidelines
Set target levels for the achievement of sus-                   in 2004/05 to optimize facility use and
tained fund development growth.                                 maximize the revenue generated from non-
                                                                core activities.
The U of C supported the sustainable fundrais-
ing model by committing an annual investment                    TARGET
of $1.5 million in the Fund Development office                  Establish unit review process.
and activities. These funds helped establish
several services and programs:
                                                                For 2003/04, $300,000 was set aside for
• Joint faculty fundraising personnel                           external reviews of academic units. The U of C
• A new fundraising application and database                    has experience conducting graduate program
• Expansion of the annual giving program                        reviews and, more recently, benchmarking
                                                                research strengths.
• Improved fundraising support services, in-
  cluding advance treasury and prospect                         This investment will enable the introduction of
• Research services support.                                    external reviews for each academic unit every
                                                                five to six years. The reviews will be used to
                                                                improve quality and will address the Academic
TARGET                                                          Plan’s action item, on systematizing and harmo-
Establish appropriate infrastructure to advance                 nizing reviews of units and programs.
and support increased business development
activity.                                                       The U of C is reviewing faculty teaching pro-
                                                                gramming and is considering linking graduate
PROGRESS                                                        teaching fellowships with the University
We established the Business Office and                          Teaching Certificate. The Faculty Promotion
have yet to generate sustainable ongoing                        Committees are discussing teaching assign-
revenue. Significant efforts are required in                    ments and loads. The University Planning
the current year to accelerate progress. The                    Committee approved a Study of Sustainability
U of C hired Tony Myers as a special advisor                    for 2004/05.
to the President to advance business
                                                                The proposal for faculty performance evalua-
development activities.
                                                                tions, as set in the 2003 – 2007 Business Plan,
                                                                was refined and is being brought forward by the
TARGET                                                          Appointment, Promotion & Tenure Committee.
Complete policy review and launch invest-                       The General Promotions Committee has
igation into alternative delivery approaches for                developed a new process to replace the
ancillary services.                                             alternate-year evaluation. The General Faculties
                                                                Council will review proposals in 2004/05.
The policy is under development and a compet-                   To reduce impediments to faculty pursuing
itive process for identifying options for food                  multifaceted interests, the U of C has
service delivery is in progress.                                appointed directors of institutes (ISEEE, IAPR,
                                                                Humanities and Arts) to foster participation
                                                                across boundaries.
Develop a comprehensive real estate plan that                   Under the leadership of the Information
identifies financial targets, timelines, policies and           Management and Administration Group, the
required structures that maximize revenue                       Provost and the Deans, new guidelines are being
generation from real estate holdings.                           developed to improve tenure and Faculty
                                                                Promotions Committee and General Promotions
                                                                Committee processes.
We completed preliminary work in developing
the general guidelines for valuing our existing

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                             25
Financial Highlights 2003/04

      The University of Calgary experienced stronger        offset the planned 2003/04 deficit and $3.2 mil-
      than expected financial performance in 2003/04,       lion for priority initiatives, primarily the planned
      recording an $18.1-million surplus, compared to       Administrative Systems Renewal Project.
      a deficit of $42.2 million in 2002/03.

      The single largest financial change was               Tuition Fees
      investment income of $29.7 million in 2003/04,        Total credit and non-credit tuition fees increased
      compared to a loss of $18.9 million in investment     by $8.8 million (7.4 per cent) to $126.9 million
      income the year before. The improved returns          in 2003/04 (compared to $118.1 million in
      of financial markets throughout the world             2002/03). Credit tuition and related fees in-
      allowed us to meet our commitments on                 creased by $9.7 million, while non-credit tuition
      our endowment funds and helped support                and related fees decreased by $0.9 million. The
      our institutional priorities.                         increase in credit tuition can be attributed to an
      Overall, the U of C’s revenues increased by           increase in fees and an increase in the number of
      $105.0 million (9.3 per cent) while our expenses      students: undergraduate tuition for one half-
      increased by $44.7 million (7.1 per cent).            course in all faculties except Law and Medicine
                                                            went up by 6.3 per cent to $438 compared to
      The U of C Board had approved a deficit budget        $412 in 2002/03.
      of $8.1 million for 2003/04 budget. The actual
      year-end surplus of $18.1 million is less than        Tuition fees are only 24.02 per cent of the
      three per cent of revenue. This modest surplus at     University’s net operating costs, although
      year end gives the U of C the ability to support      provincial guidelines allow for this ratio to be up
      institutional commitments from 2003/04 which          to 30 per cent.
      will be paid for in 2004/05. With no certainty that
      a surplus will continue in future years, the          Research Revenue
      U of C will continue to look for ways to reduce       Research revenue received (before deferrals and
      costs so that it can redirect funding to invest in    investment income) increased by $67.5 million to
      the priority areas identified in the Academic Plan.   $236.2 million (compared to $168.7 million in
      Our Deans and other senior budget officers            2002/03). Provincial funding of research in-
      continue to demonstrate creativity and leader-        creased by $35.9 million (92.8 per cent) due to
      ship in financial stewardship in difficult bud-       an Alberta Infrastructure grant for the Health
      getary circumstances.                                 Research and Innovation Centre building.
                                                            Research revenues from the Government of
      Government Grants                                     Canada increased by $19.2 million (24.8 per
      Government grants are the University’s single-        cent): $8.5 million of this amount was for the in-
      largest source of funding; they increased by          direct costs of research (compared to no funds
      $26.0 million (8.1 per cent) to $345.8 million in     in 2002/03); and a $7.7-million increase in
      2003/04 from $319.8 million in 2002/03. The ma-       Canada Foundation for Innovation funding.
      jority of this increase ($16.2 million) came from
      the Province of Alberta. The base-operating           Expenses
      grant from Alberta Learning increased by $3.6         The U of C’s single-largest expenditure is for
      million (2 per cent) to $179.5 million in 2003/04     salaries and benefits, almost 60 per cent of total
      from $175.9 million in 2002/03. Access funding        costs. The U of C continually monitors its admin-
      for specific academic programs increased by           istrative costs, which in 2003/04 were below our
      $3.7 million.                                         target of 3.59 per cent of total costs and well
      In 2003/04, grants from the Province of Alberta       below the target of five per cent of total costs
      represented 77.7 per cent of the government           set by the provincial government.
      grants received by the University (compared to
      78.9 per cent in 2002/03) and 38.8 per cent of
      the University’s total revenues in 2003/04. As
      part of its funding from Alberta Learning, the        Complete details are included in the audited
      University received $5.7 million in one-time          financial report that follows.
      funding, of which the U of C used $2.5 million to

Management Discussion

                Facing challenges, celebrating successes                                       We have faced a number of daunting challenges.
                                                                                               As we stretched our resources and capabilities
                In 2003/04, the University of Calgary continued                                to accept the lion’s share of enrolment growth in
                to build momentum. Alberta’s fastest-growing                                   Alberta, we have also had to contend with costs
                secondary institution, from 1995 to 2003 the U of                              that far outpaced revenues. For several years,
                C absorbed 20 per cent of post-secondary en-                                   the University endeavoured to educate more
                rolment growth in the province, more than any                                  students with fewer resources, to create more
                other institution. This growth saw the University                              classroom space, to provide more up-to-date
                accept 23,837 students and award 6,415 de-                                     equipment and technology, to add more re-
                grees in 2003/04, compared to 23,380 students                                  search facilities and to recruit more high-quality
                and 5,994 degrees the previous year.                                            faculty. By September 2004, we had reached
                                                                                                 the point where we could no longer increase
                                                                                                 the number of students and protect our quality
                                                                                                 of education. An enrolment management sys-
 University of Calgary                                                     19.5%
                                                                                                 tem was implemented.
 Grant MacEwan                                                         15.8%
                                                                                                 This was one of the most difficult decisions the
 SAIT                                                             12.4%                          U of C has had to make in its history. The
 University of Alberta                                        12.3%                              University believes there should be a place at
                                                                                                 an Alberta post-secondary for every qualified
 NAIT                                                    11.6%
                                                                                                 student in Alberta. With appropriate access
 Athabasca                                            9.6%                                       and capital funding, the University should be
 Mount Royal College                              7.7%                                           able to accommodate 7,000 more students
                                                                                                 over the next five years to meet demand. Our
 University of Lethbridge                    7.1%
                                                                                                 first priority and our first commitment are to in-
Full Learner Equivalent Growth as a Percentage of                                                crease enrolment as additional teaching and
Total System Growth (1993/94 to 2002/03)
                                                                                                 classroom resources become available.
Source: FLE data were obtained from Alberta Learning June 2004
The institutions selected are those that experienced growth of more than 1,000 FLE               Growth in post-secondary access is critical.
over this 10-year period.
                                                                                                 Students need it, the community needs it and
                                                                                                 the economy needs it.

                As an organization, we are achieving our strate-                               Quality and Competitiveness
                gic objectives with a clear vision and strategy to                             The University has not accepted the status quo
                focus on excellence and increase access.                                       or adopted a standstill strategy. We have contin-
                                                                                               ued to increase spending in key areas, such as
                Increasing Access                                                              reducing classroom size, increasing student fi-
                Two years ago, the U of C’s four-year Academic                                 nancial support and, through the Academic Plan,
                Plan identified 16 key opportunities, or pillars,                              sharpened our focus and become more compet-
                where the University has achieved international                                itive on national and international stages.
                prominence or has the promise and potential to
                                                                                               Several new initiatives have moved forward,
                be global leaders in teaching and research. Our
                                                                                               such as the Institute for Sustainable Energy,
                annual report focuses on how we are “making
                                                                                               Environment and Economy, the Campus Calgary
                good” on executing that plan.

                 Unaudited Schedule of Tuition Cap Calculation
                 For the year ended March 31
                                                                                        2004                            2003                             2002
                 Net Operating Expenditures                                      $408,513,486                   $378,854,734                     $353,819,738

                 Tuition Fees                                                    $ 98,127,677                   $ 88,978.386                     $ 80,127,080

                 As a Percentage of Net Operating                                           24.0%                          23.5%                            22.6%
                 The information shown above provides a calculation of the ratio of institution fee revenue to net operating expenditures, and demonstrates institution
                 performance with respect to the 30 per cent tuition fee ceiling. The information was prepared in accordance with Section 3 of the Tuition Fee
                 Regulation. It has been submitted to Alberta Learning and has been verified by Ministry staff.

                UNIVERSITY OF CALGARY        m o m e n t u m l ANNUAL REPORT 2003/2004                                                                             27
                 Digital Library and the Urban Campus, which will                   leled critical mass of expertise in these fields – as
                 create new opportunities to connect with the                       one would expect and demand in Alberta.
                 community and absorb a portion of future enrol-
                                                                                    The first of its kind in Western Canada, the
                 ment growth. Construction is underway on the
                                                                                    Institute for Advanced Policy Research is also
                 Health Resources Innovation Centre at the
                                                                                    moving into high gear. When up and running, it
                 Foothills Medical Centre, and the Calgary Health
                                                                                    will provide high-level analysis and direction on
                 Region’s Alberta Children’s Hospital is the first
                                                                                    key policy matters important at local, provincial
                 major project on our West Campus.
                                                                                    and national levels.
                 Meanwhile, and as planned, we are committed
                                                                                    We’ve strengthened and formed partnerships
                 to balancing our budget beginning in 2005/06
                                                                                    throughout the community to help us achieve
                 making us stronger financially and better
                                                                                    our goals, objectives and vision. For example,
                 prepared to meet Calgary’s growth needs. We
                                                                                    we’re working with the Kahanoff Foundation, the
                 have aggressive recruitment strategies and are
                                                                                    City of Calgary, the Calgary Health Region, the
                 hiring many of the world’s leading teachers and
                                                                                    Calgary Exhibition & Stampede and others on
                 researchers. The brain drain has become the
                                                                                    our Urban Campus in downtown Calgary. Our
                 brain gain.
                                                                                    partners in these and other key initiatives include
                 Our momentum is growing.                                           the Southern Alberta Institute of Technology,
                                                                                    Mount Royal College and Bow Valley College.
                 Return to Community
                                                                                    In today’s economy, it is as important for the U of
                 To suggest that we have conquered all of our
                                                                                    C to be a community leader and business part-
                 challenges would be overstating our progress.
                                                                                    ner as it is to be a leader in education and re-
                 But across campus, we have made changes for
                                                                                    search. Working collaboratively with our facul-
                 the better. We have faced our challenges
                                                                                    ties, departments and community partners and
                 squarely and developed initiatives to meet the
                                                                                    institutions is another thing that will play an im-
                 demands of our community.
                                                                                    portant role in our future success.
                 Other priorities include the Institute for
                                                                                    As part of our pledge to build stronger ties within
                 Sustainable Energy, Environment and Economy,
                                                                                    our own organization and throughout the com-
                 the first of its kind in Canada and a collaboration
                                                                                    munity, we have hosted a number of events to
                 with the University of Alberta and the University
                                                                                    discuss and share where we are going, how we
                 of Lethbridge. It will bring together an unparal-
                                                                                    will get there and how they can be involved.
                                                                                    Campus Fair last year attracted 5,000 visitors to

 Less than Secondary Diploma                                                5.2%    Community support is the cornerstone of our
                                                                                    success – both in the past year and in the years
 Some Post-secondary                                                      4.1%
                                                                                    to come.
 High School Diploma                                              3.4%
 Post-secondary Certificate, Diploma                                                MAJOR CAPITAL PROJECTS IN
 or University Degree                                         3.2%
                                                                                    DEVELOPMENT OR UNDERWAY
Alberta Unemployment Rate by Level of Education                                     The U of C currently has more than $500 million
Attainment in 2001                                                                  in major capital projects underway or planned.
Source: Statistics Canada, Education Quarterly Review 2004 Vol 9. No. 4
                                                                                    Development of these projects will allow the
                                                                                    University to better serve its existing students
                                                                                    and meet anticipated growth in enrollment in
 University                                                               $63,473   the future.
 College or Trade                                                  $43,302
 High School or Less                                          $35,037               Campus Calgary Digital Library
                                                                                    The Campus Calgary Digital Library is the
Alberta Average Earnings by Level of Education                                      U of C’s top capital priority. As a multi-phased
in 2000
Source: Statistics Canada
                                                                                    project, we envision options that include a
                                                                                    digital library that expands beyond the University

boundaries. We foresee a single digital library                 perspective, based on a one-per-cent increase
network with satellite access points at every                   alone in the recovery of conventional oil, Alberta
participating campus. Desktop access will be                    could generate 100,000 new jobs and almost
available for every post-secondary student in                   $3 billion in additional government revenues.
other institutions in Southern Alberta, including
                                                                The U of C has committed $15 million of its re-
Alberta’s aboriginal colleges. Phase One of
                                                                sources to bring leading scientists and engineers
the University of Calgary’s larger library project
                                                                to Alberta. Highlights include advanced recovery
will provide on-site access for all post-
                                                                and upgrading, such as deep recovery and up-
secondary institutes and, where possible, the
                                                                grading of oil sands and heavy oil and recovery
larger community. We anticipate the Digital
                                                                of unconventional gas (tight gas, coal bed
Library will lead to increased classroom and
                                                                methane and methane hydrate). In the area
laboratory space as a result of increased infor-
                                                                of sustainable development technologies, the
mation resource capacity.
                                                                focus will include alternative energy, such as
                                                                hydrogen, clean energy conversion, solid oxide
Centre for Health & Wellness Phase I
                                                                fuel cells and bioenergy /bioproducts.
A $13.9-million expansion project to enhance re-
search, teaching and clinical services in areas
                                                                Language Research Centre
such as sport medicine and health and wellness
                                                                The centre is a major component in the
started construction this spring.
                                                                University’s efforts to develop a world-class
                                                                language research facility, and consolidate its
Faculty of Medicine – Information
                                                                leadership position in second-language acquisi-
Technology Upgrades
                                                                tion and curriculum development. The centre
This $3.7-million project will ensure that the
                                                                is a critical mass of expertise, including several
communication infrastructure in the existing
                                                                chairs, on the theme of language learning and
Health Sciences and Heritage Medical Research
                                                                literacy. The centre officially opened in
Building is compatible and inter-operable with
                                                                February 2004.
the state-of-the-art infrastructure planned for the
new Health Research Innovation Centre.
                                                                Markin Institute for Public Health
In round three of the Canada Foundation for                     An $18-million gift to the U of C – the single
Innovation competition, the Faculty of Medicine                 largest in its history — will be used to create the
was awarded $1.8 million to upgrade its data                    Institute for Public Health.
network in support of its research enterprise.
                                                                Allan Markin, chairman of Canadian Natural
                                                                Resources and a longtime University of
Health Research Innovation
                                                                Calgary benefactor, made the donation in
Centre/Undergraduate Medical Education
                                                                September 2004.
Our top capital priority project in 2002, the cen-
tre is currently under construction and targeted                “The Institute for Public Health will be distinctive
for completion in 2006. Associated with the                     in Canada for its focus on health promotion and
Health Research Innovation Centre funding are                   disease prevention,” U of C President Harvey
new construction and renovations to allow for an                Weingarten says. “Dr. Markin’s gift to the univer-
$11-million renovation to support the                           sity is one that will ultimately benefit the entire
Undergraduate Medical Education program.                        Calgary community and beyond. We applaud his
                                                                vision and embrace this opportunity to build on
Institute for Sustainable Energy, Environment                   the university’s success as a leader in the area of
and Economy                                                     health and wellness.”
ISEEE’s mandate is to research, develop and
                                                                Population health has emerged as a critical
commercialize new energy technologies. ISEEE
                                                                trend, as health care systems look for new
was launched to create a critical mass of leading
                                                                strategies to promote wellness before treatment
scientists – from across Canada and the world –
                                                                becomes necessary. Six research chairs will ini-
to tackle issues around the long-term develop-
                                                                tially form the backbone of the institute. It is an-
ment and sustainability of energy and environ-
                                                                ticipated the institute will grow to include dozens
ment. To put the importance of that challenge in

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                29
of scholars across the disciplines who will col-     in producing large-animal veterinarians to ad-
laborate in finding solutions to our most pressing   dress shortages of these types of specialists
public health issues.                                in the province.

Ultimately, achieving a critical mass of public      “There is increasing concern about animal
health researchers could allow the university to     diseases and the threat that they pose to
offer advanced degrees in this area, something       human health and – as we’ve experienced with
no other university in Canada currently offers.      BSE – economic prosperity,” said Learning
                                                     Minister Dr. Lyle Oberg in August 2004. “This
O’Brien Centre for the Bachelor of Health            new program will bring Alberta to the leading
Sciences Program                                     edge in research into these kinds of diseases,
Construction is underway of a common teaching        as well as help meet our demand for large
area located within existing space in the            food animal veterinarians.”
Faculty’s Health Sciences Centre for the U of C’s
                                                     The new veterinary school will coordinate
undergraduate honours program, Bachelor of
                                                     with other provincial animal-medicine programs
Health Sciences Program (BHSc). The O’Brien
                                                     in universities and colleges throughout the
Centre for the Bachelor of Health Sciences is a
                                                     province and is expected to graduate 30 veteri-
$9.2-million project designed to support the ed-
                                                     narians every year. The Province of Alberta will
ucation of our future leaders in health research
                                                     provide annual incremental funding of more than
and is targeted for completion in 2005.
                                                     $12 million to operate the school as well as
                                                     provide one-time infrastructure funding to
Olympic Oval Upgrades
                                                     support the program.
Phase 1 of the Long Term Maintenance and
Capital Needs Program includes replacing
                                                     The Urban Campus Initiative
existing mechanical and electrical equipment
                                                     In partnership with The City of Calgary, the
and revisions to the air distribution system.
                                                     Calgary Health Region, other post-secondary in-
Cost: $3 million.
                                                     stitutions and the Calgary Exhibition and
                                                     Stampede, the University of Calgary is exploring
U of C School of Veterinary Medicine
                                                     opportunities to develop a downtown facility.
In September 2006, the U of C will welcome the
first students to its School of Veterinary
                                                     West Campus Future Development
Medicine. The school will be closely tied to the
                                                     Further development of the U of C’s West
Faculty of Medicine and will put the province at
                                                     Campus will play an important role in fulfilling the
the forefront of research into animal diseases
                                                     strategic goals of the University in future. Current
and food supply safety.
                                                     construction of the Alberta Children’s Hospital is
Research at the school will include the detection,   the site’s first major project. Our future develop-
containment and eradication of diseases that         ment plans will determine how best the site
can spread from species to species and affect        can support the University’s objectives. Future
humans, and will prepare veterinary medical          development will include buildings that directly
practitioners and researchers focused on food        support research and teaching activities, hous-
supply safety. The school will also specialize       ing and appropriate revenue generating facilities.

Statement of Management Responsibility

     The University is responsible for the preparation of the consolidated financial statements and has
     prepared them in accordance with Canadian generally accepted accounting principles as described
     in note 2 to the consolidated financial statements. The consolidated financial statements present fairly
     the financial position of the University as at March 31, 2004 and the results of its operations and cash
     flows for the year then ended.

     In fulfilling its responsibilities and recognizing the limits inherent in all systems, the University has
     developed and maintains a system of internal control designed to provide reasonable assurance that
     University assets are safeguarded from loss and that the accounting records are a reliable basis for
     the preparation of the consolidated financial statements.

     The Board of Governors carries out its responsibility for review of the consolidated financial
     statements principally through its Audit Committee. The Audit Committee meets with Management
     and the External Auditor to discuss the results of audit examinations and financial reporting
     matters. The External Auditor has full access to the Audit Committee, with and without the presence
     of Management.

     The consolidated financial statements for the year ended March 31, 2004 have been reported on by
     the Auditor General of the Province of Alberta, the auditor appointed under The Post-Secondary
     Learning Act. The Auditor’s Report outlines the scope of his examination and provides his opinion on
     the fairness of presentation of the information in the consolidated financial statements.

     Michael W. McAdam, CA
     Vice-President (Finance and Services)

     UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                     31
Auditor’s Report

      To the Board of Governors of
      The University of Calgary

      I have audited the consolidated statement of financial position of the University of Calgary as at March
      31, 2004 and the consolidated statements of revenue and expense, changes in net assets and cash
      flows for the year then ended. These financial statements are the responsibility of the University’s
      management. My responsibility is to express an opinion on these financial statements based on
      my audit.

      I conducted my audit in accordance with Canadian generally accepted auditing standards. Those
      standards require that I plan and perform an audit to obtain reasonable assurance whether the
      financial statements are free of material misstatement. An audit includes examining, on a test basis,
      evidence supporting the amounts and disclosures in the financial statements. An audit also includes
      assessing the accounting principles used and significant estimates made by management, as well as
      evaluating the overall financial statement presentation.

      In my opinion, these consolidated financial statements present fairly, in all material respects, the
      financial position of the University as at March 31, 2004 and the results of its operations and its cash
      flows for the year then ended in accordance with Canadian generally accepted accounting principles.

      Edmonton, Alberta                                                                                FCA
      May 31, 2004                                                                           Auditor General

Consolidated Statement of Financial Position
As at March 31, 2004 (thousands of dollars)

                                                                                              2004                2003
                                                                                                                  note 20)

           Current Assets

           Cash and cash equivalents                               (note 3)             $    108,980     $         87,467

           Investments                                             (note 3)                   96,156               88,253

           Accounts receivable                                                                90,214               49,330

           Inventories                                                                         5,033                5,238

           Prepaid expenses                                                                    3,494                3,372

                                                                                             303,877              233,660

           Long-Term investments                                   (note 4)                  276,481              223,086

           Other Long-Term Assets                                  (note 5)                   17,682               48,710

           Capital Assets and Collections                          (note 6)                  598,763              584,701

                                                                                        $   1,196,803    $   1,090,157

           Liabilities and Net Assets
           Current Liabilities

           Accounts payable                                                             $     72,687     $         63,075

           Deferred revenue                                                                   18,030               14,398

           Deferred contributions, research and other              (note 7)                  166,227              153,999

           Current portion of long-term liabilities                (note 9)                    3,652                3,497

                                                                                             260,596              234,969

           Deferred Capital Contributions                          (note 7)                   22,777               22,326

           Long-Term Liabilities                                   (note 9 & note 10)         56,799               59,710

           Unamortized Deferred Capital Contributions              (note 8)                  373,828              361,885

           Net Assets

           Restricted for endowment purposes                       (note 11)                 274,465              217,697

           Investment in capital assets and collections            (note 12)                 188,577              185,565

           Internally restricted                                   (note 13)                  19,217                7,445

           Unrestricted                                                                          544                  560

                                                                                             482,803              411,267

                                                                                        $   1,196,803    $   1,090,157

           Commitments and contingencies                           (note 18)

           The accompanying notes are part of these consolidated financial statements.

           Signed on behalf of the Board of Governors:

           Member of the Board                                           Vice-President (Finance and Services)

           UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                 33
Consolidated Statement of Revenue and Expense
For the year ended March 31, 2004 (thousands of dollars)

                                                                                 2004              2003
                                                                                              (as restated,
                                                                                                 note 20)

            Government of Alberta grants                     (note 19)    $     268,692   $       252,498

            Other government grants                                              77,105            67,279

            Donations and other grants                                           63,068            45,737

            Credit tuition and related fees                                     113,562           103,871

            Non-credit tuition and related fees                                  13,326            14,240

            Sales of services and products                                       68,425            68,571

            Amortization of deferred capital contributions   (note 8)            57,861            53,405

            Investment income (loss)                         (note 14)           29,688           (18,877)

                                                                                691,727           586,724

            Salaries                                                            346,889           328,161

            Benefits                                                             48,217            45,522

            Materials, supplies and services                                    101,916            87,137

            Amortization of capital assets                                       78,151            69,372

            Utilities                                                            24,517            26,244

            Scholarships, grants and awards                                      22,945            18,219

            Travel                                                               20,095            21,009

            Cost of goods sold                                                   18,251            17,863

            Maintenance and repairs                                               8,998            12,294

            Financing                                                             3,665             3,103

                                                                                673,644           628,924

            Excess (Deficiency) of Revenue

            Over Expense, for the year                       (note 16)    $      18,083   $       (42,200)

            The accompanying notes are part of these consolidated financial statements.

Consolidated Statement of Changes in Net Assets
For the year ended March 31, 2004 (thousands of dollars)

                                                      Restricted Investment
                                                          for     in Capital
                                                     Endowment Assets &      Internally
                                                      Purposes Collections Restricted               Unre-        2004          2003
                                                       (note 11)   (note 12) (note 13)             stricted      Total         Total
                                                                                                                              note 20)

            Net Assets, beginning of year,
            (as restated, note 20)                  $ 217,697     $ 185,565      $    7,445    $      560     $ 411,267    $ 464,886

            Excess (Deficiency) of revenue
            over expense                                      –             –             –        18,083       18,083       (42,200)

            Amortization of internally
            funded assets                                     –      (20,290)          280         20,010             _            _

            Expenditure of Internally
            Restricted net assets                             –             –         1,723         (1,723)           –            –

            Purchase and contribution of
            capital assets                                    –       20,811           (347)       (20,211)        253         9,416

            Repayment of long-term debt                       –        2,497              –         (2,497)           –            –

            Board transfers                               (343)            (6)       10,146         (9,797)           –            –

            Transfers for endowment
            expenditures                               (11,937)             –             –         6,221        (5,716)           –

            Investment gain (loss)
            on endowments                               61,140              –           (30)        (9,903)     51,207       (30,354)

            Contributions                                7,908              –             –           (199)      7,709         9,519

            Net Assets, end of year                 $ 274,465     $ 188,577      $ 19,217      $      544     $ 482,803    $ 411,267

            The accompanying notes are part of these consolidated financial statements.

            UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                       35
Consolidated Statement of Cash Flows
For the year ended March 31, 2004 (thousands of dollars)

                                                                                 2004                2003
                                                                                                (as restated,
                                                                                                   note 20)
            Cash Provided From (Used In):
            Operating Activities

            Excess (Deficiency) of revenue over expense                    $     18,083     $       (42,200)

            Items not affecting cash flow:

            Amortization of capital assets                                       78,151              69,372

            Amortization of deferred capital contributions                       (57,861)           (53,405)

            (Gain) Loss on non-endowed and internally restricted

            endowment investments                                                (10,198)             9,725

            Net change in non-cash working capital                               (23,232)            26,083

                                                                                   4,943              9,575

            Investing Activities

            Purchase of capital assets, net                                      (92,213)           (91,240)

            Contribution of non-amortizable assets                                  253               9,416

            Decrease (increase) in other long-term assets                        31,028             (48,241)

            Proceeds on disposal of long-term investments, net                     2,294             56,351

            (Gain) Loss on investments related to externally

            restricted endowments                                                (45,491)            24,982

                                                                                (104,129)           (48,732)

            Financing Activities

            Endowment contributions                                                7,709              4,147

            Capital contributions                                                70,255              60,473

            Increase (decrease) in long-term liabilities, net                     (2,756)            32,757

            Gain (Loss) on externally restricted endowments                      45,491             (24,982)

                                                                                120, 699             72,395

            Increase in Cash and Cash Equivalents                                21,513              33,238

            Cash and Cash Equivalents, beginning of year                         87,467              54,229

            Cash and Cash Equivalents, end of year              (note 3)   $    108,980     $        87,467

                                                                                 2004               2003
            Net change in non-cash working capital:
            (Increase) Decrease in Investments                                    (7,903)             4,357

            (Increase) Decrease in Accounts receivable                           (40,884)             7,661

            Decrease in Inventories                                                 205                 149

            Increase in Prepaid expenses                                            (122)              (578)

            Increase in Accounts payable                                           9,612              8,657

            Increase in Deferred revenue                                           3,632                 91

            Increase in Deferred contributions, research and other               12,228               5,746

                                                                                 (23,232)            26,083

            The accompanying notes are part of these consolidated financial statements.

Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 1           Authority and Purpose
             The University of Calgary (“the University”) operates under the authority of The Post-Secondary Learning Act,
             Statutes of Alberta 2003, chapter P-19.5. It is a Board-governed, comprehensive research University offering un-
             dergraduate and graduate degree programs as well as a full range of continuing education programs and activi-
             ties. The University is a registered charity and is exempt, under Section 149 of the Income Tax Act, from the pay-
             ment of income tax. The tax exemption does not extend to its wholly-owned subsidiary, University Technologies
             International Inc.

             Note 2           Summary of Significant Accounting Policies and Reporting Practices
             (a)    General
                    The financial statements of the University have been prepared in accordance with Canadian generally ac-
                    cepted accounting principles. The measurement of certain assets and liabilities is contingent upon future
                    events; therefore, the preparation of these financial statements requires the use of estimates, which may
                    vary from actual results. Such estimates have been made using judgments determined by the University’s
                    administration. In administration’s opinion, the resulting estimates are within reasonable limits of materiality
                    and are in accordance with the significant accounting policies summarized below. These significant ac-
                    counting policies are presented to assist the reader in evaluating these financial statements and, together
                    with the following notes, should be considered an integral part of the financial statements.

             (b)    Consolidated Statements
                    The financial statements are prepared on a consolidated basis and include the consolidated accounts of
                    University Technologies International Inc. (UTI), a wholly-owned subsidiary of the University, and the ac-
                    counts of The Arctic Institute of North America (AINA), a non-profit organization controlled by the University.
                    UTI is incorporated under the Canada Business Corporations Act to facilitate the transfer of intellectual
                    property from the University to private business. AINA operates under the authority of the Act of the Federal
                    Parliament (9-10 George VI, Chapter 45) to initiate, encourage and support northern research and to ad-
                    vance the study of arctic conditions and problems.

             (c)    Revenue Recognition
                    Operating grants are recognized as revenue, either in the period receivable, or, where a portion of the grant
                    relates to a future period, it is deferred and recognized in the subsequent period. Unrestricted contributions
                    are recognized as revenue when received, or when receivable if the amount to be received can be reason-
                    ably estimated and collection is reasonably assured. Unrestricted investment income is recognized as rev-
                    enue as earned.

                    Tuition fees and the sale of services and products are recognized as revenue at the time the services are
                    substantially provided or the products are delivered. Donations of materials and services that would other-
                    wise have been purchased are recorded at fair value when a fair value can be reasonably determined.
                    Pledges are recognized as revenue when collected.

                    The University recognizes restricted contributions in accordance with the deferral method, as summarized

                           Contributions, including investment income, restricted for purposes other than endowment or the ac-
                           quisition of capital assets are deferred and recognized as revenue in the year in which related ex-
                           penses are incurred.

                           Contributions restricted for the acquisition of capital assets are initially recorded as deferred capital
                           contributions until the contribution is invested in capital assets. Amounts representing funded capi-
                           tal assets are then transferred to unamortized deferred capital contributions and amortized as de-
                           ferred capital contributions in the periods in which the related amortization expense of the funded
                           capital asset is recognized.

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                   37
Notes to the Consolidated Financial Statements
(thousands of dollars)

                         Contributions restricted for the acquisition of non-consumable capital assets are initially recorded as
                         deferred contributions, and when expended, are recognized as direct increases to net assets.

                         Endowment contributions, including investment earnings, are recognized as direct increases to net
                         assets. That portion of investment earnings, which in accordance with agreements with benefactors
                         or the authority provided by Section 76(2)(c) of The Post-Secondary Learning Act, used to fund the
                         annual endowment spending allocation is transferred to investment income (Note 14).

             (d)   Investments
                   Short-term investments are recorded at the lower of cost or market.

                   Long-term investments are recorded at market value. Market value is determined based on the current mar-
                   ket price of the underlying asset. Changes in market value from one period to the next are included in the
                   investment income (loss) for the period (Note 14). Such investment income (loss) is included in revenue in
                   accordance with the University’s revenue recognition policies (Note 2c).

             (e)   Inventories
                   Inventories are valued at the lower of cost and net realizable value.

             (f)   Patents
                   Patents are recorded at cost and include acquisition and maintenance costs. The carrying value of
                   patents related to a project is limited to the estimated future net cash flows expected to be derived from
                   the project.

                   Patent cost in excess of estimated future net cash flows are written off.

                   Patents are amortized on a straight-line basis over a 10 year estimated useful life.

             (g)   Capital Assets and Collections
                   Capital assets and collections are recorded at cost as acquired. Donations of capital assets and collections
                   in kind are capitalized at fair value when received and a fair value can be reasonably determined.

                   Buildings include construction in progress. The costs of buildings under construction are not amortized un-
                   til construction is substantially complete and the assets are ready for productive use.

                   Collections are not amortized and include that portion of library assets considered to have permanent value
                   and works of art held for education and public exhibition purposes.

                   Amortization is recorded on a straight-line basis over the estimated useful lives of the capital assets,
                   as follows:

                         Buildings                                                                        40 years
                         Site improvements and utilities                                                  20 years
                         Telecommunication equipment, furnishings and library acquisitions                10 years
                         Equipment                                                                        10 years, average
                         Software                                                                         3 years

             (h)   Employee Future Benefits
                   The University participates with other employers in the Universities Academic Pension Plan and the Public
                   Service Pension Plan. These pension plans are multi-employer defined benefit pension plans that provide
                   pensions for the University’s participating employees based on years of service and earnings. Pension
                   costs included in these financial statements comprise the amount of employer contributions required for its
                   employees during the year, based on rates that are expected to provide for benefits payable under the
                   respective pension plans. The University does not record the University’s portion of the pension plans’
                   deficit or surplus.

Notes to the Consolidated Financial Statements
(thousands of dollars)

                      The University has a number of defined benefit plans providing long-term disability, early retirement incen-
                      tives and pension benefits. The early retirement plans were available to employees from 1992 to 1998. The
                      cost of these benefits is actuarially determined using the projected benefit method pro rated on services, a
                      market interest rate and management’s best estimate of the retirement ages of employees, expected health
                      care costs and the terms of employee disability agreements. With respect to employees on long-term dis-
                      ability, actuarial gains and losses are amortized over the average expected term of the payments. With re-
                      spect to the early retirement incentive plan, actuarial gains and losses are recognized immediately. With re-
                      spect to the supplemental pension obligation, for each plan participant, the balance of actuarial gains and
                      losses in excess of 10% of the accrued benefit obligation is amortized over the expected service lifetime.

             (i)      Credit, Interest Rate and Market Risk
                      The University’s accounts receivable are due from a diverse group of customers and are subject to normal
                      credit risks.

                      The interest rate risk is the risk to the University’s earnings that arises from the fluctuations in interest rates
                      and the degree of volatility of these rates.

                      The market risk is the risk to the University’s earnings that arises from the fluctuations and degree of volatil-
                      ity in the market value of its long-term investments.

             (j)      Financial Instruments
                      The carrying value of financial assets and financial liabilities are considered to approximate fair value unless
                      otherwise disclosed.

             Note 3            Cash and Cash Equivalents and Investments
                                                                                                 2004                         2003
                                      Cash & Cash                 Current         Total          Total        Total           Total
                                      Equivalents(1)           Investments(2)     Cost         Market(3)      Cost           Market
             Money market investments  $ 103,101                $       –   $    103,101      $ 103,101     $ 86,682       $ 86,682
             Bank balances                 5,879                        –          5,879          5,879          785            785
             Bonds(4)                           –                  95,440         95,440         97,604       88,253         88,281
             Shares                             –                     716            716            723
             Balance, end of year      $ 108,980                $ 96,156    $    205,136      $ 207,307     $ 175,720      $ 175,748
             Total, 2003               $ 87,467                 $ 88,253    $    175,720      $ 175,748

             (1)   Money market investments are purchased at a discount. These investments must be rated R-1 low or better
                   (rated by Dominion Bond Rating Service). At March 31, 2004 the investments held have an average effective
                   yield of 2.30% (2003 – 3.41%) and will mature within 36 days (2003 – 30 days). Commencing in 2004, the
                   University of Calgary invested in an externally managed money market fund with an average yield of 2.62%.
                   The combined average realized return on money market investments for 2004 was 2.95% (2003 – 3.23%).

             (2)   Current investments consist primarily of bonds that have a maximum allowable term of eight years and stated
                   interest ranging from 3.50% to 8.40% (2003 – 3.72% to 10.25%). All bonds have a rating of a single “A” or bet-
                   ter. Effective yield for bonds is calculated based on carrying values at year-end and is disclosed on a weighted
                   average basis using the duration method.

             (3)   Market value approximates fair value of investments.

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                         39
Notes to the Consolidated Financial Statements
(thousands of dollars)

             (4)   The effective yields on bonds are as follows:

                                                                                            2004                      2003
                                                                           Effective                  Effective
                                                                             Yield          Cost        Yield         Cost
             Current Investments – Bond Maturity
             0 – 2 years to maturity                                         4.15%          9,509       4.86%         11,656
             2 – 5 years to maturity                                         4.16%         68,454       4.89%         61,008
             > 5 years to maturity                                           5.26%         17,477       5.50%         15,589
             Total                                                                       $ 95,440                   $ 88,253

             Note 4            Long-Term Investments
                                                                                            2004                      2003
                                                                            Market                     Market
                                                                             Yield                      Yield
             Money market investments                                                   $     274                 $   4,975
             S&P/TSX index                                                  37.71%         83,527     -17.52%        66,183
             Bond index                                                     10.73%         81,305       9.13%        68,713
             International index                                            41.25%         55,501     -28.64%        40,311
             S & P 500 index                                                20.74%         53,561     -30.56%        41,268
             Canadian shares                                                      –         2,036            –        1,418
             U.S. Shares                                                         –             60           –            95
             Investment in joint venture                                         –            217           –           123
             Balance, end of year                                                       $ 276,481                 $ 223,086

             Note 5            Other Long-term Assets
                                                                                                        2004         2003
                                                                                                                (as restated,
                                                                                                                  note 20)
             Capital grant due from the Province of Alberta(1)                                       $ 30,700    $ 30,700
             Capital lease receivable(2)                                                                15,881       15,959
             Other long-term assets                                                                      1,072        1,263
             Patents(3)                                                                                  1,064        1,046
                                                                                                        48,717       48,968
             Current portion in Accounts Receivable                                                    (31,035)        (258)
             Balance, end of year                                                                    $ 17,682    $ 48,710

             (1)   When the capital grant is received, $15,959 will be recorded as revenue from the Government of Alberta and
                   the remainder of the grant will be transferred from Deferred Capital Contributions to Unamortized Deferred
                   Capital Contributions

             (2)   The University and the Calgary Health Region entered into a 25-year agreement for the Region to lease space
                   in the University Research Centre Building. This lease has been accounted for as a capital lease. The
                   University’s capital lease receivable is $15,881 (2003 – $15,959). The future minimum lease payments for the
                   next five fiscal years are as follows: 2005 – $142; 2006 – $153; 2007 – $165; 2008 – $177; 2009 – $230.

             (3)   The cost of patents is $1,925 (2003 – $2,001) and the accumulated amortization is $861 (2003 – $955). During
                   the year patents with a net book value of $76 were written off (2003 – $119).

Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 6           Capital Assets and Collections
                                                                                   2004                                     2003
                                                               Accumulated                               Accumulated
                                                    Cost(2)    Amortization         Net         Cost     Amortization        Net
                                                                                                                        (as restated,
                                                                                                                          note 20)
             Buildings and plant               $ 748,545       $ 341,570         $ 406,975   $ 709,741   $ 307,462      $ 402,279
             Furnishings, equipment
               and systems(1)                      368,039       240,519          127,520      338,397     219,928        118,469
             Library books                         119,945        93,318           26,627      112,334      88,295         24,039
             Software                               33,326        30,058            3,268       29,041      21,874          7,167
             Land                                   23,954             –           23,954       22,827           –         22,827
             Art collection                          7,375             –            7,375        6,959           –          6,959
             Rare books and archives
               collection                            3,044               –          3,044        2,961            –          2,961
             Balance, end of year              $1,304,228      $ 705,465         $ 598,763 $1,222,260    $ 637,559      $ 584,701

             (1)   Capital Leases
                   Included in furnishings, equipment and systems are assets under capital leases in the amount of $2,109
                   (2003 – $1,524). Accumulated amortization is $679 (2003 – $197) on these assets.

             (2)   Donated Assets
                   Capital acquisitions during the year included donations-in-kind in the amount of $11,379 (2003 – $12,009).

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                     41
Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 7           Deferred Contributions
             Deferred contributions represent unspent externally restricted grants and donations. Changes in the deferred con-
             tributions balance are as follows:

                                                                                             2004                          2003
                                                                          Research &                    Research &
                                                                           Other(1)          Capital     Other(1)         Capital
                                                                                                                       (as restated,
                                                                                                                         note 20)
             Contributions received during the year:
              Government of Alberta grants                                $ 83,790       $         –    $ 67,091       $ 13,118
              Other government grants                                      100,269                 –      82,087              –
              Sales                                                          1,305                 –       2,796              –
              Donations (2)                                                 66,907             4,384      53,378         11,008(2)
              Investment income                                              9,684               124       8,886             88
                                                                            261,955            4,508      214,238         24,214
             Transferred to revenue:
               Government of Alberta grants                                  46,872                 –      44,601                 –
               Other government grants                                       75,767                 –      66,192                 –
               Sales                                                          1,500                 –       3,281                 –
               Donations                                                     51,960                 –      36,802                 –
               Investment income                                             11,424                 –      12,964                 –
                                                                            187,523                 –     163,840                 –
             Net change in accounts receivable                                3,565                 –       1,146                 –
             Transferred to unamortized deferred
               capital contributions (note 8)                                (65,994)       (3,810)        (45,840)       (1,701)
             Transferred to investment in capital assets                           (6)        (247)              (1)      (9,413)(2)
             Transferred from unrestricted accounts                              231             –              42           168
             Increase during the year                                         12,228           451           5,745       13,268
             Balance, beginning of year                                   $ 153,999      $ 22,326       $ 148,254      $ 9,058
             Balance, end of year                                         $ 166,227      $ 22,777       $ 153,999      $ 22,326

             (1)   Includes research grants expended for capital and other purposes.

             (2)   The prior year comparative figures have been restated to include an offsetting contribution and transfer to
                   investment in capital asset of $8,770

             Note 8           Unamortized Deferred Capital Contributions
             Unamortized deferred capital contributions represent the externally funded portion of capital assets, which will
             be recognized as revenue in future periods. Changes in the unamortized deferred capital contributions balance are
             as follows:

                                                                                                           2004          2003
                                                                                                                    (as restated,
                                                                                                                      note 20)
             Transfer from Deferred Contributions (note 7)                                              $ 69,804     $ 47,541
             Amortized to revenue                                                                          (57,861)     (53,405)
             Increase (decrease) during the year                                                            11,943        (5,864)
             Balance, beginning of year (note 12)                                                         361,885      367,749
             Balance, end of year                                                                       $ 373,828    $ 361,885

Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 9          Long-term Liabilities
                                                                                 Rate of     Original
                                                                                 interest    Advance       2004         2003
             Debenture for University Research Centre,
              due June 3, 2005                                                   4.750%     $ 30,700    $ 30,700     $ 30,700
             Mortgage for University Research Centre,
              due April 1, 2012                                                       –        5,500        4,492        5,042
             Mortgage for Varsity Courts, due November 1, 2005                   7.875%        3,714          458          720
             Debenture for Car Park in MacEwan Student Centre,
              due October 1, 2006                                                9.750%        1,900         548          699
             Debentures for Art Building,
              due December 15, 2006                                       9.75% & 10%         11,700        3,385        4,317
             Debenture for Norquay, Brewster and Castle Halls,
              due January 15, 2007                                               9.750%        3,953        1,140        1,455
             Mortgage for the Dining Centre, Kananaskis and
              Rundle Halls, due March 1, 2016                                    5.125%        2,165        1,065        1,129
             Debenture for Cascade Hall, due May 1, 2025                         6.250%       16,500      15,574       15,901
                                                                                                          57,362       59,963
             Due to Alberta Heritage Foundation for Medical Research                                          232          232
             Minority interest in subsidiary companies                                                        125          138
             Obligation under capital leases                                                                1,079          918
             Long-term disability plans (note 10)                                                             258          255
             Early retirement incentive plans (note 10)                                                       867        1,299
             Supplemental pension obligations (note 10)                                                       528          402
                                                                                                          60,451       63,207
             Current portion of long-term liabilities                                                      (3,652)      (3,497)
             Balance, end of year                                                                       $ 56,799     $ 59,710

             The debentures and mortgages are secured by land and buildings. The debentures and mortgages are carried at
             their face value. The estimated fair market value for mortgages and debentures as at March 31, 2004 is $ 62,584
             (2003 – $62,121). The fair market value of long-term debt is determined by discounting future cash flows using mar-
             ket rates representing rates that the University could obtain at March 31, 2004 for loans with similar terms, condi-
             tions and maturities.

             During the year, interest on long-term debt amounting to $3,128 (2003 – $3,103) has been charged to expense.

             Principal payments on the mortgage and debentures during the next five fiscal years are as follows: 2005 – $2,783;
             2006 – $33,551; 2007 – $2,868; 2008 – $1,045; 2009 – $1,076.

             Payments on the early retirement incentive plans during the next five fiscal years are as follows: 2005 – $362;
             2006 – $279; 2007 – $162; 2008 – $58; 2009 – $10.

             The future minimum lease payments under capital leases are as follows:

                                                                                    2005         630
                                                                                    2006         140
                                                                                    2007         129
                                                                                    2008         129
                                                                                    2009          97
             Total minimum lease payments                                                      1,125
             Less imputed interest at an average interest rate of 6.30%                          (46)
             Balance of capital lease obligation                                               1,079

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                 43
Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 10           Future Employee Benefits
             The University has defined benefit plans that provide future employment benefits, which include long-term disabil-
             ity leave plans, retirement incentive plans and supplemental pension obligations. The early retirement plans were
             available to employees from 1992 to 1998. Information about the University’s defined benefit plans is as follows:

                                                                                        2004                                        2003
                                                                         Early       Supplemental                       Early    Supplemental
                                                       Long Term      Retirement       Pension       Long Term     Retirement      Pension
                                                       Disability      Incentive      Obligation     Disability     Incentive     Obligation
             Development of Expense
             Current service cost                       $     –         $       –      $    94       $     –        $       –       $    78
             Interest cost                                   25                50           35            26               75            26
             Amortization of transitional obligation          –                 –            1             –                –             1
             Amortization of net actuarial losses            29                 –            1            29                –             –
             Curtailment                                      –                 –            –             –                –            22
             Expense                                    $    54         $      50      $ 131         $    55        $      75       $ 127
             Financial Status
             Plan assets                                     –               –              –             –               –              –
             Accrued Benefit Obligation                    518             867            626           544           1,299            439
             Funded status – plan deficit                 (518)           (867)          (626)         (544)         (1,299)          (439)
             Unamortized net actuarial losses              260               –             94           289               –             33
             Unamortized transitional obligation             –               –              4             –               –              4
             Accrued benefit liability (note 9)         $ (258)         $ (867)        $ (528)       $ (255)       $ (1,299)        $ (402)
             Reconciliation of Accrued
               Benefit Obligation
             Accrued Benefit Obligation,
               beginning of year                            544             1,299          439           569            1,944           322
             Current service cost                              –                –           94              –               –             78
             Interest cost                                    25               50           35             26              75             26
             Benefits paid                                   (51)            (482)           (5)          (51)           (720)             –
             Actuarial loss                                    –                –           63              –               –             25
             Curtailment gain                                  –                –             –             –               –            (12)
             Accrued Benefit Obligation,
               end of year                              $ 518           $ 867          $ 626         $ 544          $ 1,299         $ 439

             The significant actuarial assumptions adopted in measuring the University’s accrued benefit obligations are
             as follows:
                                                                                          Early          Supplemental
                                                                    Long Term          Retirement          Pension
                                                                     Disability         Incentive         Obligation
                   Discount Rate                                       4.75%              4.75%             5.50%
                   Average compensation increase                          n/a                n/a              4.0%
                   Annual inflation rates:
                     Dental costs                                     3.00%                3.00%                  n/a
                     Extended health care costs                       7.0%(1)              7.0%(1)                n/a
                     Alberta health care costs                           3%                   3%                  n/a

             (1)    5% in 2008 and thereafter

             The University participates with other employers in the Universities Academic Pension Plan and the Public Service
             Pension Plan. These pension plans are multi-employer defined benefit plans. The pension expense recorded in
             these financial statements is equivalent to an actuarially determined contributions payable of $15,478 for the year
             ended March 31, 2004 (2003 – $12,761). At December 31, 2003 the Public Service Pension Plan reported a deficit
             of $596,213 (2002 – $175,528).

Notes to the Consolidated Financial Statements
(thousands of dollars)

             The University Academic Pension Plan (UAPP) is a contributory defined benefit pension plan for academic staff
             members and other eligible employees of the Universities of Alberta, Calgary and Lethbridge, Athabasca University
             and The Banff Centre. At December 31, 2003, the UAPP reported an actuarial deficiency of $538,352 (2002 –
             $409,672, restated) consisting of a pre-1992 deficiency ($455,421) and a post 1991-deficiency ($82,931). The
             plan’s unfunded liability, for service prior to January 1, 1992 is being financed by additional contributions of 1.25%
             (2002 – 1.25%) of salaries by the Province of Alberta with employers and employees equally sharing the balance
             of the contributions of 1.76% (2002 – 0.14%) of salaries required to eliminate the unfunded liability on or before
             December 31, 2043. The actuarial valuation shows that the present value at December 31, 2002 of the Province of
             Alberta’s obligation for future additional contributions of $164 million. Effective January 1, 2004, the Plan’s un-
             funded liability for service after December 31, 1991, as determined by an actuarial valuation at December 31, 2002
             is financed by special payments of 1.26% of salaries shared equally between employees and employers over 15
             years from the date of valuation until December 31, 2017.

             Note 11           Net Assets Restricted for Endowment Purposes
             Endowments consist of restricted contributions where the principal donation is required to be maintained in per-
             petuity (externally restricted) as well as internal allocations by the Board of Governors (internally restricted). The in-
             vestment income generated from endowments must be used in accordance with the various purposes established
             by the donors or the Board of Governors. The economic value of the endowments are protected by limiting the
             amount of investment income that may be spent to 5% of the 4 year rolling market average of the principal dona-
             tion, except as otherwise stipulated by the donor. Investment income earned in excess of this amount is added
             to the endowment principal. Under section 76(2)(c) of The Post-Secondary Learning Act, the University has the
             authority to alter the terms and conditions of an endowment to enable income earned by the endowment to be
             withheld from distribution to avoid fluctuations in the amounts distributed and generally to regulate the distribution
             of income earned by the endowment.

             In any particular year, should net investment income be insufficient to fund the spending allocation or should the
             investment return be negative, the spending allocation is funded from the cumulative capitalized earnings.
             However, for individual endowment funds without sufficient cumulative capitalized earnings, endowment capital is
             used to fund the current year endowment spending allocation. This amount is expected to be recovered by future
             investment income.
                                                                                     2004                                          2003
                                                     External     Internal           Total          External        Internal       Total
             Contributions received
                during the year(1)               $     7,622        $ 286        $    7,908     $     9,519     $       203    $    9,722
             Board approved transfers                    400         (743)             (343)            134              30           164
             Endowment spending
               allocation including fees(2)            (9,723)      (2,214)          (11,937)         (8,190)        (4,036)       (12,226)
             Investment income (loss)(3)              51,207         9,933            61,140        (29,814)         (7,032)       (36,846)
             Increase (decrease) during
                the year                            49,506          7,262           56,768         (28,351)       (10,835)        (39,186)
             Balance, beginning of year            176,232         41,465          217,697        204,583          52,300        256,883
             Balance, end of year                $ 225,738       $ 48,727        $ 274,465      $ 176,232       $ 41,465       $ 217,697

             Cumulative contributions            $ 139,329       $ 26,610        $ 165,939      $ 131,307       $ 26,324       $ 157,631
             Cumulative capitalized
              earnings                              86,409         22,117          108,526         44,925         15,141          60,066
             Balance, end of year                $ 225,738       $ 48,727        $ 274,465      $ 176,232       $ 41,465       $ 217,697

             (1)   In 2004, contributions include $88 in reclassification of endowments from external to internal.
             (2)   In 2003 the endowment spending allocations were funded by transfers from cumulative capitalized earnings.
             (3)   Investment income (loss) does not include realized investment income (loss) that is recorded directly on the
                   consolidated statement of revenue and expense and not through the consolidated statement of changes in
                   net assets.

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                             45
Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 12              Net Assets Investment in Capital Assets and Collections
                                                                                                           2004          2003
                                                                                                                    (as restated,
                                                                                                                      note 20)
             Capital assets and collections, at cost                                                 $1,304,228     $1,222,260
             Accumulated amortization                                                                  (705,465)      (637,559)
             Other assets, at cost                                                                        1,925           2,001
             Accumulated amortization other assets                                                         (861)           (955)
             Net book value                                                                             599,827        585,747
             Less amounts financed by:
             Unamortized deferred capital contributions (note 8)                                       (373,828)  (361,885)
             Long-term debt                                                                              (37,422)   (38,297)
             Balance, end of year                                                                    $ 188,577 $ 185,565

             Note 13              Net Assets Internally Restricted
             Internally restricted net assets represent amounts set aside by the University’s Board of Governors for specific pur-
             poses. These amounts are not available for other purposes without the approval of the Board. At March 31, 2004,
             net assets have been set aside for the following purposes:

                                                                                                         2004            2003
             Administrative Systems Renewal                                                            $  5,200      $       –
             Subsidiaries                                                                                 4,870          4,548
             Indirect Research Support                                                                    3,302          1,027
             Strategic Reinvestments                                                                      3,000              –
             Faculty and Departmental                                                                     2,845          1,870
             Balance, end of year                                                                      $ 19,217      $   7,445

             Note 14        Investment Income
                                                                                                          2004          2003
             Gain (Loss) on externally restricted endowments                                           $ 51,229      $ (28,505)
             Gain (Loss) on internally restricted endowments                                              11,065         (6,968)
             Gain (Loss) on non endowed investments                                                       11,269       (15,899)
                                                                                                          73,563       (51,372)
             Amounts previously deferred and recognized in year                                            1,740          4,078
             Amounts credited directly to capital contributions                                             (124)            (88)
             (Income) loss (capitalized) charged to externally restricted endowments                     (45,491)       28,505
             Total Investment income (loss) recognized as revenue                                      $ 29,688      $ (18,877)

Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 15          Salaries and Benefits
             In accordance with Directive 12/98 from the Treasury Board of the Province of Alberta dated December 16, 1998,
             the salaries and benefits of the University’s senior decision management group are disclosed as follows:

                                                                                                               2004        2003
                                                                                               Benefits and
                                                                                 Salaries(1)   Allowances(2)   Total       Total
             Chair of the Board of Governors                                      $      –       $      –      $       –   $       –
             Members of the Board of Governors                                           –              –              –           –
             President                                                                 275           116           391         377
               Provost and Academic                                                    220             57          277         257
               Finance and Services(4)                                                 165             39          204         209
               Research & International                                                165             37          202         195
               External Relations(5)                                                  175             49           224          96
             Total                                                                $ 1,000        $   298       $ 1,298     $ 1,134

             (1)   Salaries
                   Salaries include regular base pay and honorariums.

             (2)   Benefits and Allowances
                   Benefits and allowances include the University’s share of all employee benefits and contributions or payments
                   made on behalf of employees including pension, health care, dental coverage, group life insurance, accidental
                   disability and dismemberment insurance, long and short term disability plan, workers compensation, supple-
                   mental pension plans and professional expense allowance. Benefits reported for the President include a hous-
                   ing allowance. Benefits reported for the President and Vice-Presidents include car allowances or the taxable
                   benefit for the use of University leased vehicles.

             (3)   Governance
                   The Board of Governors governs the University. Members are either appointed or serve in an ex-officio
                   capacity. They may be employed by the University, but do not receive remuneration for their participation
                   on the Board.

             (4) Vice-President (Finance and Services)
                 More than one individual held this position during the year ended March 31, 2004.

             (5) Vice-President (External Relations)
                 This position was filled in November 2002.

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                     47
Notes to the Consolidated Financial Statements
(thousands of dollars)

             Note 16       Budget Comparison
             The University’s 2003/2004 budget was approved by the Board of Governors on June 20, 2003.

                                                                              Budget       Actual          Budget        Actual
                                                                                            2004                          2003
                                                                                                                     (as restated,
                                                                                                                       note 20)
              Government of Alberta grants &
                Other Government grants                                   $ 321,817      $ 345,797     $ 296,379      $ 319,777
              Donations and other grants                                     60,328         63,068        69,811         45,737
              Credit tuition and related fees                               109,492        113,562        92,602        103,871
              Non-credit tuition and related fees                            15,163         13,326        14,787         14,240
              Sales of services and products                                 64,394         68,425        71,551         68,571
              Amortization of deferred capital contributions                 53,607         57,861        49,263         53,405
               Investment income                                               20,825       29,688          27,836       (18,877)
                                                                              645,626      691,727         622,229      586,724
              Salaries & Benefits                                             386,814      395,106         364,479      373,683
              Materials, supplies & services, travel,
                cost of goods sold, maintenance & repairs                     147,852      149,260         140,694      138,303
              Amortization of capital assets                                   69,514       78,151          64,223       69,372
              Utilities                                                        26,777       24,517          21,499       26,244
              Scholarships, grants and awards                                  18,961       22,945          21,077       18,219
              Financing                                                         3,769        3,665           1,768        3,103
                                                                              653,687      673,644         613,740      628,924
              OVER EXPENSE                                                $    (8,061)   $ 18,083      $     8,489    $ (42,200)

             Note 17       Pledges
             Outstanding pledges at March 31, 2004 are $4,997 (2003 – $9,153) and have not been recorded as accounts re-
             ceivable. These pledges are expected to be honored over the next several years.

             Note 18       Commitments and Contingencies
             (a)   As at March 31, 2004 the University has contractual commitments of $122,372 (2003 – $722) for capital

             (b)   The University is a defendant in a number of legal proceedings. Claims against the University in these pro-
                   ceedings have not been reflected in these financial statements. While the ultimate outcome of these pro-
                   ceedings cannot be predicted at this time, it is the opinion of the University and its legal counsel that the
                   resolution of these claims will not have a material effect on the financial position of the University. Any loss
                   that may result from these proceedings will be accounted for in the period in which the settlement occurs.

             (c)   The University is one of the members of CURIE, the Canadian Universities Reciprocal Insurance Exchange,
                   a self-insurance reciprocal established to share the insurable property, liability and errors and omissions risk
                   of member universities. The projected cost of claims against the exchange is based on actuarial projections
                   and is funded through the members’ premiums. As at December 31, 2003 CURIE had a surplus of
                   $100 (2002 – $4,072) of which the University’s pro rata share is approximately 7.07 % (2002 – 7.91%) on an
                   ongoing basis.

             (d)   The University’s commitments for operating leases for the next five years are as follows: 2005 – $ 1,205;
                   2006 – $ 987; 2007 – $ 696; 2008 – $ 470; 2009 – $ 474.

Notes to the Consolidated Financial Statements
(thousands of dollars)

             (e)    In order to manage its exposure to the volatility in the electrical industry, the Board of Governors entered
                    into a three year contract (91.9% fixed, 8.1% floating) to fix its electrical cost at an average of approximately
                    $0.085 per kilowatt hour, expiring on December 31, 2006. Using best estimates of future consumption lev-
                    els, the annual costs for the year ending March 31, 2005 are expected to be approximately $ 11.0 million.

             Note 19         Related Party Transactions
             (a)    The University is a Provincial Corporation as all the members of the Board of Governors are appointed by
                    a combination of orders by the Lieutenant Governor in Council and the Minister of Learning. Transactions
                    between the University and the Province of Alberta are summarized as follows:

                                                                                              2004          2003
                           Alberta Learning:
                             Operating grant                                               $ 185,250     $ 175,968
                             Access grants                                                    26,524        23,412
                             Miscellaneous grants                                              4,165         2,800
                             Performance funding                                               2,000             –
                             Capital grant                                                          –        30,700
                           Total Alberta Learning grants                                     217,939       232,880
                           Other provincial departments and agencies                           87,771        55,326
                           Total Government of Alberta grants received                       305,710       288,206
                           Provincial grants deferred                                         (37,018)      (35,708)
                           Earned Government of Alberta grants                             $ 268,692     $ 252,498

                    At March 31, 2004 the University had a receivable from the Province of Alberta of $43,000 (2003 – $7,774),
                    a payable to the Province of Alberta of $0 (2003 – $10), long-term accounts receivable of $0 (2003 –
                    $30,700) and long-term liabilities of $232 (2003 – $232).

             (b)    The Calgary Health Region and the Province of Alberta are related parties as the Region’s board is ap-
                    pointed by the Minister of Health and Wellness. As the University and the Province of Alberta are related
                    parties, the Calgary Health Region is a related party to the University. Transactions between the University
                    and the Calgary Health Region are summarized as follows. The 2003 comparatives have been restated.

                                                                                                            2004           2003
                           The University of Calgary pays to the Calgary Health
                           Region in the normal course of operations amounts
                           related to physicians, research projects, studies and
                           grants, programs, and support services.                                        $ 9,681        $ 9,025

                           The University of Calgary receives from the Calgary
                           Health Region in the normal course of operations
                           amounts related to salaries & benefits, utilities, materials,
                           supplies, and overheads.                                                         17,532         16,808

                           Net receivable to the University of Calgary by the
                           Calgary Health Region:                                                         $ 2,471        $ 2,226

                    The University will be entering into a lease agreement with the Region to lease 32 acres of land to the Region
                    for the site of the new Alberta Children’s Hospital. The book value of the leased land is $2,562.

                    Effective September 2003 the University and the Calgary Health Region entered into a 25-year agreement
                    for the Region to lease space in the University Research Centre Building. This lease has been accounted
                    for as a capital lease. At March 31, 2004, the carrying value of the lease receivable is $15,881. During the
                    year the University received $769 in lease payments, $691 of which was recognized as interest income.

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                    49
Notes to the Consolidated Financial Statements
(thousands of dollars)

             (c)   The University of Calgary Foundation (1999) is a private foundation, which operates to receive gifts and do-
                   nations and to periodically provide grants to the University. During the year, the University received grants
                   from the Foundation totaling $152 (2003 – $349). At March 31, 2004 the University was holding $257 on be-
                   half of the Foundation (2003 – $254).

             (d)   The University of Calgary Medical Group (UCMG) is a not-for-profit organization that provides billing ser-
                   vices to the members of UCMG in accordance with an Agency Agreement and a Member Agreement. These
                   agreements govern the activities of the group such as billings, collections and accounting services. Effective
                   January 1, 2001, a clinical service levy, based on percentages of individual member’s medical revenue is
                   paid to the University of Calgary.

             (e)   The McMahon Stadium Society is incorporated under the Societies Act as a not-for-profit organization. It
                   operates to improve and manage the McMahon stadium together with its facilities for sports, recreation and
                   other useful purposes. The University of Calgary owns the stadium land and facilities and leases it to the
                   society for $1 a year. The current lease agreement expires April 30, 2005. During the year, the University of
                   Calgary paid $149 (2003 – $172) to the McMahon Stadium Society for utilities and supplemental costs in-
                   curred as a result of the University’s use of the facilities.

             (f)   The University has a one-third joint venture interest in the Campus Alberta: Graduate Program in
                   Counseling. The University, along with Athabasca University and the University of Lethbridge formed the
                   joint venture to develop and deliver a collaborative Alberta Graduate Counseling Program. These transac-
                   tions are entered into on the same business terms as with non-related parties and are recorded at these fair
                   value amounts. The University’s share of revenue and expenses has been recorded using the equity method
                   of accounting. The University’s share of joint venture earning for the year is $94 (2003 – $32). The
                   University’s equity in the joint venture at March 31, 2004 is $217 (2003 – $123).

             (g)   In 2004 and 2003, the University participated in offering certain courses with other public colleges,
                   universities, and institutes. The revenues and expenses incurred for these courses have been included
                   in the consolidated statement of revenue, expenses and unrestricted net assets, but have not been sepa-
                   rately quantified.

             Note 20       Correction of Error
             (a)   During the year the University received independent appraisals for capital donations-in-kind that had previ-
                   ously been recorded at a nominal value. The fair market value of the capital donations-in-kind has now been
                   recorded in the financial statements.

             (b)   During the prior year the University incorrectly recorded a lease as an operating rather than a capital lease.
                   The University has now recorded this transaction as a capital lease and removed the related asset from
                   the financial statements. The University also incorrectly capitalized an asset that was owned by a related
                   party. This asset has now been removed from the financial statements. In addition, errors were made in
                   relation to the classification of funding for certain assets. All transactions have now been corrected in the
                   financial statements.

Notes to the Consolidated Financial Statements
(thousands of dollars)

                    These changes have been applied retroactively with restatement of comparative numbers. The impact on
                    the prior year financial statements as a result of the correction of errors is as follows:

                                                                                    As                          Restated
                                                                                 Previously     Correction       Before
                                                                                 Reported        of Error    Reclassification
             Consolidated Statement of Financial Position
             Increase (decrease) in:
               Other Long-term assets                                                   –         15,959           15,959
               Capital assets and collections                                     600,951        (16,250)         584,701
               Deferred capital contributions                                      38,392        (16,066)          22,326
               Unamortized deferred capital contributions                         361,385            500          361,885
               Investment in capital assets and collections                       185,762           (197)         185,565
               Unrestricted                                                             –            560              560

             Consolidated Statement of Revenue and Expense
             Increase (decrease) in:
               Sales of services and products                                      68,650             (79)         68,571
               Amortization of deferred capital contributions                      53,323              82          53,405
               Materials, supplies and services                                    86,352           (171)          86,181
               Amortization of capital assets                                      70,002           (630)          69,372

               Decrease in deficiency of revenue over expense                     (43,005)           798           (42,207)

             Consolidated Statement of Cash Flows
             Increase (decrease) in:
               Operating activities                                                 (6,504)          164             (6,340)
               Investing activities                                               (48,221)          (559)          (48,780)
               Financing activities                                                87,963            391            88,354

                                                                                    As                          Restated
                                                                                 Previously     Correction       Before
                                                                                 Reported        of Error    Reclassification
             Consolidated Statement of Financial Position
             Increase (decrease) in:
               Accounts receivable                                                 56,912             79           56,991
               Capital assets and collections                                     563,513           (680)         562,833
               Unamortized deferred capital contributions                         368,000             85          368,085
               Investment in capital assets and collections                       168,014           (767)         167,247
               Unrestricted                                                         7,109             78            7,187

             Note 21         Comparative Figures
             Certain 2003 figures have been reclassified to conform to the 2004 presentation.

             Note 22         Approval of Financial Statements
             These financial statements have been approved by the Board of Governors following the recommendation of the
             Audit Committee.

             UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                 51
Innovation l in&·vA·sh&n
    After graduating as the             Engineering undergraduate            A new joint master of
    faculty’s first PhD student,        students contributed $100,000 to     biotechnology/master of
    Mark Wolfe was appointed head       the U of C Engineering               business administration degree
    of its Institute for Professional   Endowment to purchase                combines medical research
    Communications.                     laboratory equipment and             experience with training in
                                        teaching aids.                       finance and business. The first of
    Undergraduate student
                                                                             its kind, the program will produce
    Carolanne Inglis’s internship       The largest program of its kind in
                                                                             much-needed graduates for
    project with the Light up the       Canada, the Engineering
                                                                             Alberta’s biotechnology industry.
    World Foundation tested safe,       Internship Program gave third-
    affordable lighting in a remote     year students valuable work          Opened in May 2004, the
    Canadian aboriginal community.      experience and income.               Postdoctoral Program Office
                                        Students earned a total of nearly    is a centre for postdoctoral
          Communication & Culture
                                        $13 million in 2003.                 associates preparing for
                                                                             full-time academic and/or
    In 2003, 365 lifelong learners                                           research careers.
    made up the largest-ever
                                                                                            Graduate Studies
    Continuing Education graduating     EVDS established a 4,400
    class, bringing the total number    square-foot Urban Design Centre
    of certificates and diplomas        in the city’s urban core where       The faculty was recognized
    awarded by Continuing               students and faculty are engaged     nationally and internationally
    Education to 7,000.                 in multiple studies on urban         as being among the top
                                        renewal, as well as exploring        teaching and research
    In 2003, the Board of Governors
                                        potential for a new University       schools in the world of corporate
    approved changing Continuing
                                        downtown mixed-use complex.          social responsibility and
    Education from a faculty to an
                                                                             sustainable development.
    academic unit, now called           Associate professor Sasha
    University of Calgary Continuing    Tsenkova of the Faculty of           In January 2004, 17 Haskayne
    Education. Led by a director,       Environmental Design’s Planning      undergraduate students upheld a
    this structure is more agile        Program received a Sciences          26-year winning streak for the
    and responsive.                     and Humanities Research              school in the nation-wide Inter-
                                        Council of Canada grant for a        Collegiate Business Competition;
               Continuing Education
                                        comparative analysis of              the team won seven medals: four
                                        housing reforms in Central and       gold, two silver and a bronze.
    The faculty’s Canadian              Eastern Europe.
                                                                                Haskayne School of Business
    International Development
                                                   Environmental Design
    Agency project in Kosovo was
    expanded to Serbia and received                                          English PhD student Jessica
    funding for another three years.    For the second time, Victor          Grant won the 2003 Writers’
                                        Coelho became a visiting music       Trust of Canada/McClelland &
    Dean Annette LaGrange
                                        professor at Villa I Tatti, the      Stewart Journey Prize for her
    hosted the Canadian
                                        prestigious Harvard centre in        short story, “My Husband’s
    Association of Deans of
                                        Italy.                               Jump,” a whimsical tale about an
    Education symposium on the
                                                                             Olympic ski jumper who never
    integration of information and      Best know for his “Thick
    communication technologies,         Paintings,” professor Eric
    which discussed the importance      Cameron won a Governor               Philosophy and medical student
    of teacher preparation programs     General’s Award in Visual and        Speranza Dolgetta is one of a
    in the use of technology in         Media Arts for his “fierce           handful of students across the
    K-12 classrooms.                    dedication to the practice of art,   nation to receive the prestigious
                                        as well as to his work as art        Jessie Boyd & Charles Scriver
                                        historian and teacher.”              MD/PhD Studentship Award for
                                                                             research in genetics or genetic-
                                                                 Fine Arts
                                                                             related diseases.


                                                                                      year in review

Graduate student Jeremy                    As part of their community            Alan Dowty was named
LaMothe won the Young                      health course, third-year nursing     inaugural chair holder of the
Investigator’s Award of the                students worked at the Drop-In        Kahanoff Chair of Israel Studies,
Congress of the International              Centre, Salvation Army Centre         Julio Mercader was named
Society of Biomechanics                    of Hope and the Mustard Seed          Canada Research Chair in
(New Zealand).                             to teach the homeless about           Tropical Forest Archaeology
                                           Hepatitis C.                          and Susan Graham was named
Construction began to double
                                                                                 Canada Research Chair in
the faculty’s research facilities.         A $250,000 study led by acting
                                                                                 Language and Cognitive
The $14-million expansion will             dean Marlene Reimer found that
create space for cross-                    patients suffering from dementia
disciplinary research focusing on          have less anxiety and fear when       David Bercuson, director of the
identification of genetic risk             cared for in homelike facilities.     Department of History’s Centre
factors and chronic diseases.              The three-year project was the        for Military and Strategic Studies
                                           first to compare the costs and        at the University of Calgary,
                                           benefits of “purpose-built” care      was named an Officer of the
                                           facilities with traditional nursing   Order of Canada.
Catrin Coe (Law ‘04) was                   home environments.
                                                                                                  Social Sciences
accepted to do graduate work in
law at Cambridge and was
awarded the prestigious Viscount                                                 In a first for Canada, a class of
Bennett Scholarship by the Law             Nicole Sandblom and                   18 Métis students started studies
Society of Canada.                         Cindy Graham became the first         in September 2003 for bachelor
                                           faculty specifically hired to         degrees in social work through
Professor Nigel Bankes received
                                           instruct in Natural Sciences, an      the faculty’s Access Division,
the Law Society of Alberta and
                                           innovative, multi-disciplinary        which serves remote, rural and
Canadian Bar Association
                                           program where students have           aboriginal communities.
(Alberta Branch) Distinguished
                                           the unparalleled opportunity to
Service Award for Legal                                                          The faculty introduced
                                           tailor their science education.
Scholarship in March 2004, in                                                    innovative new curriculum for
part, for his contributions to oil         One of Canada’s leading schools       undergraduate, graduate and
and gas law, and aboriginal law.           for cryptography research, the        doctoral students that was
                                           Centre for Information Security       designed to be highly effective,
                                           and Cryptography was officially       meet the needs of different
                                           launched in October 2003 under        types of learners, and enhance
In May 2004, 160 students                  the direction of Hugh Williams.       student satisfaction.
from high schools across
                                                                      Science                         Social Work
Alberta gathered at the faculty’s
Pfizer Canada Discovery Days in
Health Sciences to learn about
career opportunities in medicine
and the health sciences.

Working with a team of
European colleagues,
neurobiologist Naweed Syed
released a landmark study
in the international journal
Physical Review Letters proving
it is possible to cultivate a
network of brain cells that
reconnect on a silicon chip.


UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003/2004                                                   53
Aviv Fried               l Discovery
     Researcher Aviv Fried (BSc ’04) had never played golf before
     becoming a researcher at the U of C’s Human Performance Lab. Now,
     the recent physics graduate is searching for ways to improve the
     game – from the ground up.

When Aviv Fried joined the Faculty of Kinesiology’s Human Performance Lab as a researcher after
graduating from the Department of Physics (Science) in June 2004, one of his first discoveries was
that not all golf equipment is created equally.

While science, research and technology have greatly improved the
performance of golf balls and clubs, “the golf shoe hasn’t been
developed with research and performance in mind,” says Fried,
winner of the Venkatesan Silver Medallion and the Undergraduate
Physics Research Prize in 2004. “It’s remained largely the same for years.”

Indeed, the biggest changes to golf shoes in recent years have been
moving from metal cleats to plastic cleats, and the addition of cleats to what
are essentially running shoes and sandals.

The Human Performance Lab, which, under the leadership of Dr. Benno Nigg has
designed several different models of footwear for manufacturers such as Adidas and Nike,
is now re-engineering the golf shoe for Taylor Made shoes (owned by Adidas).

Fried (pronounced freed) is part of a team of kinesiologists, engineers, nutritionists, biologists and
physiotherapists charged with designing a shoe that gives golfers smooth, comfortable conditions for
their swing.

“One aspect of golf is that injuries in the ankle can occur, usually because of twisting,” says Fried, who
has only golfed once and has had to quickly master its terminology. “We’re doing biomechanical
studies looking specifically at the force during a golf swing and the friction between shoes and the
surface a golfer is standing on.”

For Fried, working in the Human Performance Lab has introduced him to a new kind of science.
“This is a bit different from the science I did when studying physics. It heavily depends on statistics
and there are a lot of variables because you’re working with people – and people are all different
and they all move differently.”
Doug Chambers                             l Shaping
     It may be an arduous process for technology to make its
     way from a scientist’s imagination to a consumer’s
     hands, but for Doug Chambers (MBA’86) of Western
     Economic Diversification Canada it’s also exciting.

As   a   senior   business    officer    with   the    Innovation   and   Technology
Commercialization unit of Western Economic Diversification Canada (WD) in
Edmonton, Doug Chambers works with scientists and companies to take
technology from the laboratory to the marketplace.

This journey is seldom easy – or swift. For example, says Chambers, “if you
examine the area of fuel cells, five years ago people were saying they would be
widely used in power plants and cars in five years time.”

Such sweeping change may have failed to materialize, but the technology is
marching forward, says Chambers, who specializes in analysing the commercial
viability of fuel cell, geomatics and nanotechnology projects. A federal
government department, WD promotes the development, diversification and
sustainability of Western Canada’s economy by investing in innovation, encour-
 aging entrepreneurship and creating community and business partnerships;
     WD has supported a number of projects at the University of Calgary.

         “If you look at the fuel cell industry you’d see progress,” says
            Chambers, “but it’s going to take a lot longer than expected for it to
              be commercialized, but the potential is still tremendous . . . and
                  patience, obviously, is a factor.”

                     Nonetheless, Chambers finds both his job and promise of
                       the technology he evaluates “exciting.”

                        “It’s like dying and going to heaven – think of the
                         people you meet,” says Chambers, listing off names
                          of university researchers and deans and business
                           entrepreneurs from across the province.

                              “It’s intellectually challenging to deal with the
                                science, but we’re also looking at projects and
                                  their potential outputs and outcomes – and
                                    we’re not just doing research, we’re develop-
                                        ing highly skilled workers and we’re trying
                                        to put everything in context to bring all
                                        the right people to the table.”
Urban Campus                          l Creating
     Environmental Design students such as
     Gillian Carr are getting first-hand
     experience in creating the Urban Campus,
     a project that’s expected to rejuvenate
     downtown Calgary’s east end.

Years from now, Gillian Carr may walk through
downtown Calgary and experience a surge of
satisfaction when she says “I did that” as she
passes the Urban Campus.

For now, Carr, a third-year student in the Faculty of
Environmental Design (EVDS), is experiencing another
kind of satisfaction: imagining where and how the
U of C’ proposed Urban Campus will transform
downtown Calgary.

EVDS students are extensively involved in creating
concept and design plans for an Urban Campus at the
east end of downtown Calgary.

“It’s opened my eyes,” says Carr of her work with eight
other EVDS students at a design studio set up by the
U of C in downtown Calgary. “In a typical studio you
would leave a lot to the imagination, but with this project
you see a lot of the things that impact your project.” And,
she adds, you see the “politics” of creating something
completely new in the heart of the city.

“It’s a little intimidating because everything you do is so
grounded in reality . . . also the publicness of this project is
interesting because there are so many issues, uses and
users. I’ve been surprised by the number of community
groups and businesses interested in this project.”

When completed, the Urban Campus will be more than a
collection of classrooms for U of C students. Other post-secondary
institutions such as the Alberta College of Art and Design, Bow Valley
College, Mount Royal College and the Southern Alberta Institute of Technology
are also expected to have classroom space and facilities at the campus. As well,
the campus will be used by the Calgary Health Region, numerous community and
arts groups and a variety of businesses and retailers.

“The goal of the Urban Campus is to be a catalyst for downtown rejuvenation,” says Carr,
whose learning experience on this project stretches well beyond classroom theory. “I’ve
learned about dealing with different people, talking with the public and understanding what
your university can give to a community.”
Red Crow College                          l Connecting
    After a fire destroyed the library at Red Crow College, the
    University of Calgary offered to connect its library via the Internet to
    the college near Cardston, Alberta. Today, Leisha Eagle Bear and
    200 other Red Crow students are tapping into 10,000 online
    documents, files and audio/visual programs at the U of C.

What started as virtual connection between the University of Calgary and
Red Crow College has turned into a tangible community partnership.

In 2003, the U of C’s director of Information Resources, Dr. Frits
Pannekoek, was researching Internet use by Alberta natives when
he learned the College’s library had burned to the ground two
years before.

The fire devastated the community, says Red Crow librarian Mary
Weaselfat. With an annual budget of just $10,000 for new books,
Weaselfat was unsure if or how the library would ever be rebuilt.

Hearing of the College’s plight, Pannekoek quickly turned his
research project into a mission to give Red Crow students
access to 10,000 online documents, files, and audio/visual
programs at the U of C.

On a brilliantly blue day in May 2004, with drums beating
and Native hoop dancers whirling, the two post-secondary
institutions signed a memo of understanding to that effect.

“By helping each other, we’re helping access information
and services that help all of us,” says Pannekoek. “This could
grow to be quite phenomenal.”

The link between the U of C and Red Crow also gives the
University the opportunity to complete Pannekoek’s original
research as well as allows other University scholars and students
learn traditional Blackfoot/Blood tribal ways from Red Crow’s
elders and teachers.

The partnership between Red Crow and the U of C has also
created the momentum to build a $3-million facility at the College
that houses a large new library, botanical garden, distance learning
classroom, museum and archives storage.

“These partnerships are absolutely critical,” says Pannekoek. “The
U of C is successful and unusual because it is a community-driven university. What I like about
this is when we go to Red Crow, or they come here, it is a true partnership of equals.”
Statistical Summary
                                      1994-95 1995-96 1996-97 1997-98 1998-99 1999-00 2000-01 2001-02 2002-03 2003-04
    Full-Time                          17,974     19,287     19,714     19,832    20,018     21,106     21,700     22,273    23,380     23,837
       Percent Annual Change             (0.1)        7.3        2.2        0.6       0.9        5.4        2.8        2.6       5.0        2.0
       Percent Frosh                     14.3       16.4       15.6       14.1      14.2       14.3       13.9       13.9      13.4       13.0
       Percent Graduate                  11.5       11.4       11.5       12.4      12.2       12.3       12.4       13.1      13.9       15.0
       Percent Female                    53.3       52.7       53.1       53.0      53.5       54.0       54.1       53.8      54.1       54.0
       Percent Visa                        4.2        3.4        3.7        3.8       3.8        4.1        4.0        4.6       5.0        6.0
       Percent from Outside Alberta      10.8       11.4       12.7       13.2      14.3       16.6       16.9       15.7      17.3       18.6

       Spring Session                    5,863     5,966      6,430      6,583      6,940     6,969      7,326      7,725      8,261     8,903
       Summer Session                    3,482     3,449      3,585      3,927      3,962     4,118      4,102      4,196      4,900     5,547
       Fall Session                      3,911     3,755      4,023      4,011      4,291     4,261      4,542      4,672      5,039     4,798

    Full-Time Equivalent               21,441     22,729     23,387     23,638    24,020     25,167     25,929     26,654    28,196 28,869*

    Average Age
       Undergraduate Full-Time            22.8       22.5      22.4       22.4       22.4       22.6      22.8       22.5       22.6       22.4
       Undergraduate Part-Time            30.5       30.5      30.2       29.7       29.3       30.0      29.8       29.8       29.6       29.8
       Graduate Full-Time                 31.0       31.0      31.2       31.6       31.6       31.5      31.5       31.7       31.7       32.0
         Graduate Part-Time               36.3       36.5      36.4       36.8       36.8       37.1      37.3       37.2       36.6       36.7

    Degrees Granted                      4,145     4,291      4,447      4,340      4,873     5,016      5,005      5,330      5,994     6,415

    Number of Sections
       Lecture                         2,208.4   2,209.5    2,358.4    2,061.6    2,101.7   2,170.9    2,222.7    2,269.8    2,261.8   2,125.5
       Laboratory                      1,830.0   1,838.9    1,848.3    1,629.0    1,691.8   1,660.0    1,686.5    1,621.2    1,749.8   1,797.7
       Tutorial                          700.4     636.2      673.6      569.7      611.8     606.4      653.4      713.6       685      707.6
    Average Section Size                  24.6      27.0       26.8       28.9       28.7      29.5       29.2       29.3       30.0      30.1
       Junior Lecture                     68.5      74.5       77.5       78.6       78.2      77.2       77.1       77.9       79.4      87.9
       Senior Lecture                     32.4      33.7       32.9       33.1       34.2      33.1       32.9       33.5       36.1      38.7

    Staff (Full-Time Equivalent)
    Faculty                              1,705     1,713      1,683      1,754      1,828     1,876      1,917      2,019      2,107     2,080
    Support                              2,182     2,096      2,127      2,323      2,415     2,485      2,551      2,694      2,711     2,678

    Academic Buildings
       (ASM ‘000)                        254.5     254.4      255.1      255.0      257.7     257.5      258.3      269.3      269.1     272.3
    Total University Space
       (ASM ‘000)                        370.8     370.8      371.5      373.1      376.9     377.2      378.5      400.8      401.1     405.5
    Number of Classrooms                  350       348        339        370        368       353        355        370        367       367
    Number of Teaching Laboratories        342       351        352        355        353       347        347        396        394       398

    Source: U of C Office of Institutional Analysis
    * Adjusted to exclude Master of Counselling enrolments for the University of Lethbridge and Athabasca University. The Master of Counselling is
      a conjoint degree, developed and delivered through a partnership between the University of Calgary, Lethbridge and Athabasca University.
      Source: 2003/2004 Fact Book.

                                                                      governance information
                                                                                              To March 31, 2004

Board of Governors Chair                   Executive Committee                 Auditors
Mr. Brian MacNeill                         Mr. Doug Baldwin                    Mr. Fred J. Dunn,
                                           Mrs. Stephanie Felesky                 Auditor General of Alberta
President and Vice-Chancellor
                                           Mr. Brian MacNeill, Chair,          Mr. Ken Hoffman, Assistant
Dr. Harvey Weingarten
                                              Board of Governors                  Auditor General,
                                                                                  Responsible for U of C
Board of Governors Vice-Chair              Mr. Jack Perraton, Vice-Chair,
Mr. Jack Perraton                             Board of Governors               Mr. Ram Rajoo,
Mrs. Bobbie Sparrow                                                               Principal of Audits
                                           Mrs. Bobbie Sparrow, Vice-Chair,
                                              Board of Governors
                                           Mr. Bill Warren, Chancellor         Investment Committee
Mr. Bill Warren
                                           Dr. Harvey Weingarten,              Mr. Bob Boyden
                                               President and Vice-Chancellor   Mrs. Stephanie Felesky, Chair
Members of the Board                                                           Mr. Richard McKinnon
  of Governors                                                                 Mr. Tom Milne
                                           Personnel Policy Committee          Mr. Gordon Ritchie
Mr. Doug Baldwin
Mr. Brian Bass                             Mr. Brian Bass
Mr. Bob Boyden                             Mr. Bernie Myers
Mrs. Stephanie Felesky                                                         Investment Counsel
                                           Mrs. Kathy Sendall
Ms. Jayna Gilchrist                                                            Barclay’s Global Investors
                                           Ms. Barbara Sparrow - Chair
Mr. Jeff LaFrenz                                                                  Mr. Mark Doyle
Mr. Rod Love                               Dr. Harvey Weingarten,                 Mr. Gerry Rocchi
Mr. Brian MacNeill                             President and Vice-Chancellor      Ms. Kathleen Taylor
Mr. Bernie Myers                               (Ex Officio)
                                                                               Phillips Hager North
Mr. Jack Perraton                                                                  Mr. Richard Durrans
Dr. Anthony Russell                                                                Mr. Chris Suzuki
Mrs. Kathy Sendall                         Planning and Finance
Dr. Bill Tilleman                             Committee
Mr. Bill Warren                            Mr. Doug Baldwin, Chair             Petitions Committee
Dr. Harvey Weingarten                      Ms. Jayna Gilchrist                 Mr. Brian Bass (Chair)
                                           Mr. Allen Hagerman                  Ms. Irene Enyedy
                                                                               Mrs. Bobbie Sparrow
Board of Governors Officials               Mr. Jeff LaFrenz

Dr. Ron Bond                               Mr. Rod Love
    Provost and Vice-President             Mr. Jack Perraton                   University Secretariat
    (Academic)                             Dr. Anthony Russell                 University of Calgary
Mr. Roman Cooney                                                               2500 University Drive N.W.
                                           Dr. Bill Tilleman
   Vice-President                                                              Calgary, Alberta T2N 1N4
                                           Dr. Harvey Weingarten,              Phone (403) 220-7212
   (External Relations)
                                               President and                   Fax: (403) 284-5245
Mr. Gary Durbeniuk                             Vice-Chancellor                 Web: www.ucalgary.ca/secretariat
   Chief Development Officer
                                                                               E-mail: rwilli@ucalgary.ca
Mr. Mike McAdam
   Vice-President                          Audit Committee
   (Finance and Services)                  Mr. Douglas Baldwin, Chair          U of C project team:
Dr. Dennis Salahub                         Mr. Allen Hagerman                      Beth Frank, Nicole Edge,
    Vice-President                                                                 Gayle Gorrill, Robert Woodrow
                                           Mr. Jack Perraton                   Writer, creative director:
    (Research and International)
                                           Mr. Harry Roberts                       Terry Bullick
Ms. Rhonda Williams                                                                Writing & Communications
   Board Secretary                         Mr. William Robertson               Design & art direction: RPS Design
                                           Mr. Chuck Shultz                    Photography: Maja Swannie Photography
                                                                               Layout: Connections Desktop Publishing

UNIVERSITY OF CALGARY   m o m e n t u m l ANNUAL REPORT 2003 - 2004

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