Bryan Boles

Honoured to be working with an exceptional team to provide an exceptional small town experience in a big way.  Our vision is a healthy and vibrant waterfront community embracing growth for future generations. We are focused on: - Environment and climate change - Welcoming, livable, and healthy community - Economic prosperity - Increasing housing options - Sustainable and resilient infrastructure Our focus prioritizes sustainability and accessibility.  Affordability is always top of mind.  We succeed by concentrating on our people, making things simple and doing projects of value.  We do this with integrity, respect, inclusion, responsibility and collaboration.

Responsible for financial services, human resources, information technology, customer service, clerks and recreation. Budget = $55 million. Team of approximately 34 full-time and 18 part-time (mainly student employees) focused on the customer, value, simplicity and people. With the support of a terrific team and colleagues from across the City: • Redesigned the budget report, introduced trimester financial reporting to track progress between the budget and year end; • Developed a capital funding model and related strategies to grow the capital budget from $2.5 million to $9.1 million over 4 years so the City can address deferred maintenance; • Implemented an allocation model that follows the Financial Information Return methodology to ensure full cost accounting between the tax levy, self sustaining entities, and the rate budgets. • Re-engineered the budget process to be complete before the related budget year commenced; • Improved the year end close process to be able to perform the audit and report year end within the first trimester; • Introduced Competency Based Performance Development Program that integrates with a SMART goal setting process; • Supported a continuous improvement and growth culture by building to 3% of the payroll budget being allocated to training and development; • Supported a thank-you culture with the introduction of Thanks-A-Munch and online recognition through Applauz; • Supporting the expansion of our customer resource management (CRM) applications, including online account access for many City services; • Collaborating to bring an exceptional community concert program and expanded Canal Days festival that brings over 60,000 people to the City over Civic Weekend.

Responsible for supporting learning through engaged experiences. Ancillary Services includes residence, food services, conferences, parking, brock card, campus store, and Brock Sports and Recreation. Team of approximately 90 full-time and 700 part-time (mainly student employees) focused on the customer, value, simplicity and people. Revenue of approximately $50 million. With the support of a terrific team and colleagues from across the University: • Increased access to campus through free parking in the spring/summer and evenings and weekends year around; • Built new parking options and obtained approval for a $5 million parking lot to open up the west campus to students and the community; • Introduced the Welcome Home initiative to support students and the community by way of providing sustainable amenities on campus that makes their lives a little easier, a little simpler and little more like home. Specific projects here include expanding student services on campus through the introduction of a new student transition support coordinator. Improving the student experience through the $31 million dollar renewal of the University’s first residence building. Obtaining approval and starting a new residence for 255 students. Leading a move to all access dining. This food change is part of a $5 million dollar investment in food locations and supply on campus. • Enhancing communication on campus through the development and implementation of electronic communication platforms across dining and common areas; • Making game day a little easier through the introduction of University Tickets to Brock Sports. For the first time fans can actually purchase multi tickets on a mobile device and yes even a seasons ticket; • Introduced Home Town baseball through a new Signature Series event lead by your very own Badgers baseball team; • Implemented a new, simpler electronic registration system for all our recreational programs.

Responsible for accounting, treasury, financial reporting, components of purchasing, student accounts and financial aid and budgeting. Pension Committee Member. Budget of approximately $320 million. With the support of a terrific team and colleagues from across the University: • Redesigned the budget report, introduced the first annual report and trimester financial reporting to track progress between the budget and year end. The reports were redesigned/introduced to illustrate the alignment of financial decisions to University strategic priorities, support accountability and transparency; • Developed a fiscal framework to support financial sustainability; • Facilitated an increase in scholarship, bursaries and awards for students of over 50%. • Facilitated an increase in the University credit rating from A to A (high); • Re-engineered the budget process to be complete before the related budget year commenced; • Improved the year end close process to ensure information was being presented in a timely manner (General ledger close within two weeks and audited financial statements within six weeks of year end); • Amalgamated Financial Services and Student Awards and Financial Aid to improve the student account experience; • Implemented a new paperless accounting system: Workday. https://brocku.ca/about/university-financials/

Responsible for accounting, treasury, financial reporting, components of purchasing, billing and budgeting. Budget = $1 billion. With the support of a terrific team and colleagues: • Introduced quarterly financial reporting to support accountability and transparency; • Re-engineered the budget process to be complete before the related budget year commenced; • Introduced multi‐year budgeting geared to Council’s strategic plan; • Improved the year end close process to ensure information was being presented in a timely manner (General ledger close within a month and audited financial statements within three months of year end); • Introduced a cost allocation methodology to estimate full cost accounting across departments and sectors to support decision making; • Lead $30 million bond issue for local area municipalities; • Developed a capital financing strategy to eliminate a $100 million shortfall in previously approved capital projects and eliminate a $200 million shortfall in the 10 year $1.6 billion capital budget; • Introduced a compliance audit function at the Niagara Region; • Co‐introduced the Responsive Region Improvement Team as a means to introduce training and structure around efficiency (service and cost) initiatives; • Lead a review of the financial accounting system and obtained approval for replacement and a process re-engineering project; http://www.regional.niagara.on.ca/business/finance/default.aspx

Employed during co-op placements between school terms from January 2001 to April 2001, September 2001 to April 2002 , January 2003 to April 2003, and hired full time in January 2004.

Marker of CA professional preparatory exams providing writers with constructive feedback to improve their writing skills and IT, tax, GAAP, assurance, and advisory technical.

Taught Management Cost Accounting I and Financial Management II

Employed May to August in years 2000 to 2003. One of 3 students to support the development of the first Smart Start Program.

Marker for two accounting classes. One in the spring of 2001 and one in the spring of 2002.