consolidated budget planlearning everywhere: the ufv education plan, 2016 - 2020 2 the education...
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CONSOLIDATEDBUDGET PLAN
2017|2018
List of Committee Presentations:
• February 6, 2017 Dean’s Council • February 23, 2017 Senate Budget Committee • February 23, 2017 Labour and Management • February 27, 2017 Student Union Society • March 8 & 9, 2017 Budget Forums • March 8, 2017 Administrative Council • March 10, 2017 Senate • March 28, 2017 Finance & Audit Committee • April 6, 2017 Board of Governors
CONTACT Mark Brosinski Manager, Budgets & Financial Planning 604-864-4636 [email protected]
Betty Poettcker Director, Finance 604-864-4624 [email protected]
Jackie Hogan Chief Financial Officer & Vice President Administration 604-864-4676 [email protected]
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TABLE OF CONTENTS EXECUTIVE SUMMARY ..............................................................................................................3 BACKGROUND AND PLANNING CONTEXT ..................................................................................4 2017-18 CONSOLIDATED BUDGET SUMMARY ............................................................................9 BUDGET BY FUND PERSPECTIVE .............................................................................................. 12 OPERATING FUND .................................................................................................................. 13 NON-BASE .............................................................................................................................. 16 ANCILLARY FUND .................................................................................................................... 17 RESTRICTED FUNDS ................................................................................................................ 17 CAPITAL FUND ........................................................................................................................ 18 BUDGETS BY PORTFOLIO ......................................................................................................... 19 SCHEDULES
1. 2017-18 CONSOLIDATED BUDGET DETAIL – BY FUND ................................................... 37 2. 2017-18 NON-BASE BUDGET ....................................................................................... 38 3. 2017-18 ANCILLARY BUDGET ....................................................................................... 39 4. 2017-18 CAPITAL BUDGET ........................................................................................... 40
APPENDICIES
A. 2017-18 BUDGET TIMELINE & PRINCIPLES .................................................................... 41 B. SUMMARY OF POSITION CHANGES .............................................................................. 44 C. SUMMARY OF POSITION VACANCIES ........................................................................... 45 D. SUMMARY OF PROGRAM CHANGES ............................................................................ 46 E. STUDENT TUITION FEES ............................................................................................... 47
OTHER STUDENT FEES ................................................................................................. 48 F. 2017-18 CARRY FORWARD ALLOCATIONS .................................................................... 50 G. INNOVATION FUND..................................................................................................... 51 H. BENCHMARK INFORMATION ....................................................................................... 52
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EXECUTIVE SUMMARY The UFV Consolidated Budget Plan for 2017-18 represents a balanced budget position, recognizing both operating
and consolidated activities as required under the Provincial Government Reporting Entity legislation. Within the
balanced budget recommendation are allocations to address challenges and meet priorities. The operating budget
includes investments to move forward with strategic goals, with non-base and ancillary budgets contributing to
support operating fund activities. The capital fund is balanced through contributions from operating, ancillary and
non-base allocations.
The budget plan is guided by approved Budget Principles, which keep decisions focused on strategic directions and
aligning allocations in support of the Education Plan and Strategic Enrolment Management Plan goals. Through the
Consolidated Budget Plan we have recognized challenges and have responded by prioritizing allocations as follows:
• Shifting views on the relevance of post-secondary education responded to through our Education Plan:
o Move to collaborative, flexible, and experiential learning across programs as keys to our students’
success investment in support for experiential learning and for student advising;
o Learning everywhere expansion in extension studies (Continuing Education and Industry
Services Training); and
o Creating spaces to facilitate learning pedagogy investment fund, Teaching and Learning Centre
renovation, Library renovation, and relocating Theatre to Abbotsford.
• Maintaining commitment to quality investment in core academic resources and support services;
• Declining domestic enrolments investment in recruitment and enrolment management;
• Increasing number of international students in specific disciplines additional resources added to highest
demand areas; risk managed through enrolment contingency as % of budget;
• Rapidly changing technology and student learning expectations investing in resources to implement new
technology initiatives and to reduce risk related to UFV’s Enterprise Resource Planning (ERP) system and
technology infrastructure; and
• Increasingly diverse student population resources to support students’ success.
Strategic investments have been achieved through reallocations, reorganizations, and investing of international
growth dollars.
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BACKGROUND AND PLANNING CONTEXT UFV Strategic Plan: Changing Lives, Building Community1
The University of the Fraser Valley recognizes and embraces its responsibility to the students and the communities
we serve. UFV’s vision, values and strategic goals guide the allocation of its resources.
Strategic Goals:
1. Provide the best undergraduate education in Canada;
2. Be a leader of social, cultural, economic, and environmentally-responsible development in the Fraser
Valley; and
3. Be innovative, entrepreneurial, and accountable in achieving our goals.
Learning Everywhere: The UFV Education Plan, 2016 - 20202:
The Education Plan is a product of broad consultation across the university community and the visioning exercise of
the UFV 2025 that resulted in the UFV 2025: A Vision for our Future. The core of that vision states that
UFV in 2025 will be a community and regionally-based university that is learner and student-centred,
whereby the learning drives the system and structure of the institution. Students and local communities
will view UFV as a centre for intellectual and social development throughout their lifetimes, and as a place
to learn how they can be better global citizens.
The Consolidated Budget Plan is the mechanism by which resources are allocated to achieve the university’s
Education Plan and related supporting plans. Resource allocation decisions are focused on the five goals of The UFV
Education Plan, 2016 – 2020:
1. Prioritize learning everywhere
2. Commit to flexibility and responsiveness
3. Collaborate across boundaries
4. Develop local and global citizenship
5. Integrate experiential learning
1 http://ufv.ca/president/ufv_strategic_directions/ 2 https://www.ufv.ca/media/assets/provost/education-plans/Learning-Everywhere-The-UFV-Education-Plan,-2016-2020---2016-05-09.pdf
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UFV Supporting Plans:
UFV Strategic Enrolment Management Plan, 2014 - 2019 (SEM)3
UFV’s SEM plan is a deliberate effort to maximize student success by focusing on student recruitment, retention,
and graduation, along with work-integrated, experiential and co-curricular learning. The plan provides guidance for
domestic, international, and aboriginal enrolment targets, and identifies three broad multi- and inter-disciplinary
areas for program development: Health and Wellness, Agriculture and the Environmentally Responsible
Development of the Fraser Valley, and Digital Media Technologies.
UFV Campus Master Plans4
The focus of the Campus Master Plans is on the effective and responsible use of buildings, land and current and
future facilities. In 2016, the university completed the Abbotsford Master Plan in partnership with the City of
Abbotsford that included the UDistrict planning process. This plan seamlessly integrates the Abbotsford campus
and community to create a vibrant university community. The Canada Education Park (CEP) Master Plan was
completed in 2010, allowing for programming flexibility and three growth phases. In 2013 the CEP Master plan was
updated to include the plans for the B.C. Agriculture Centre of Excellence.
Five-Year Capital Plan5
Priority projects:
New building: Digital HUB, Abbotsford campus
Building Renewal and expansion: Abbotsford campus
New building: Agriculture Centre (Phase 2), CEP campus
Institutional Learning Outcomes (ILOs)6
Learning outcomes focus on producing graduates who will be creative and innovative, capable of self-reflection,
ethical, and ready to contribute regionally and globally.
Budget Principles and the Annual Budget Planning Process (Appendix A)
Resource allocation is guided by the strategic directions and plans of the university as well as by the requirement to
meet Ministry expectations and priorities.
3 http://www.ufv.ca/media/assets/institutional-research/planning/strategic-initiatives/UFV-SEM-2014-Plan.pdf 4 https://www.ufv.ca/media/assets/campus-planning/pdfs/UFV-CMP-20160422_Reduced.pdf;
https://www.ufv.ca/media/assets/campus-planning/pdfs/UFV-Masterplan-Booklet_FINAL-Aug-2010_Reduced.pdf
5 http://www.ufv.ca/media/assets/campus-planning/pdfs/2016-17-UFV-Capital-Plan---FINAL.pdf 6 http://www.ufv.ca/ilos/
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Ministry Expectations
The University of the Fraser Valley is a publicly funded institution under the Ministry of Advanced Education (AVED).
Regulated by the Balanced Budget and Ministerial Accountability Act, the university is required to develop an all
funds, no deficit budget.7 As a significant contributor to university funding, the provincial government is a key
stakeholder, setting expectations and priorities for post-secondary institutions and for UFV specifically.8 In the last
few years, consistent themes include fiscal discipline and taxpayer accountability, along with aligning post-
secondary education with regional and labour market demands.9 Operating grants to public post-secondary
institutions have been re-engineered to meet a goal by 2017-18 of 25% of existing funding ($270M) targeted to
support programs aligned with provincial in-demand jobs, regional industry and community needs, and programs
for Aboriginal persons and persons with disabilities. UFV has $10.9M of funding aligned as targeted FTE under the
Skills Gap initiative. UFV’s comprehensive program mix, along with the commitment expressed by our Institutional
Learning Outcomes, have positioned us well to address both the gap in essential skills and the more specific needs
of particular occupations and professions.
AVED provides funding for pre-established student enrolment targets, measured as full-time equivalent spaces
(FTE). Institutions within the sector are expected to achieve 95% or higher of their respective targets. UFV’s target
for 2017-18 is 6,676 FTE spaces; the budget supports the achievement of this target (Table 1).
The university is also funded by the Industry Training Authority (ITA) for trades programs. Funding for this
programming is adjusted annually and is dependent on the number and type of programs approved in the annual
work plan.
7 http://www.bclaws.ca/EPLibraries/bclaws_new/document/ID/freeside/00_01028_01 8 http://www.bcbudget.gov.bc.ca/2016/sp/pdf/ministry/aved.pdf http://www2.gov.bc.ca/assets/gov/education/post-secondary-education/institution-resources-administration/mandate-letters/ufv.pdf 9 http://bcjobsplan.gov.bc.ca/
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Table 1: Historical FTE Trends to Target
Annual Budget Process
Annual budget development is a consultative process. Budget Principles (Appendix A) that consider external
factors, as well as values important to UFV, are developed in the spring, recommended through Senate and
approved by the Board of Governors in June.
In the summer, the Budget Office begins forecasting revenues and contractual expense obligations and developing
a preliminary budget position. Preliminary revenues are informed by faculty enrolment plans and anticipated
changes to grants and student fee rates. Preliminary expenses are informed by negotiated salary and benefit
increases, as well as inflationary increases to licence agreements, and utilities and facility maintenance contracts.
In the fall, budget forums are held with the university community to discuss budget challenges for the upcoming
year. The preliminary budgets are distributed to senior administrator budget centres in early October with return
submissions expected to the Budget Office in early November.
The Budget Office consolidates the budgets submitted by the administrators for presentation to the Senior Budget
Committee. Administrators meet with the Senior Budget Committee at the end of November, creating an
opportunity for questions, feedback and conversations related to portfolio priorities, opportunities, and challenges.
These discussions also create an opportunity to identify common themes and to take a strategic institutional
perspective toward aligning the various budget plans and allocate resources to institutional priorities.
2014-15 Actual
2015-16 Actual
2016-17 Forecast
2016-17 Budget
2017-18 Budget
AVED Base FTE 6,290 5,947 5,506 5,777 5,465 AVED Targeted FTE 385 709 1,036 1,036 1,211
Sub-total - AVED 6,675 6,656 6,542 6,813 6,676 ITA1 491 502 556 424 566 International 886 896 1,005 955 988
FTE Total 8,052 8,054 8,103 8,192 8,230
Funded FTEAVED Base 6,293 5,969 5,640 5,640 5,465 AVED Targeted 385 709 1,036 1,036 1,211
Total Target - AVED 6,678 6,678 6,676 6,676 6,676 Util ization - AVED 100% 100% 98% 102% 100%
International Chandigarh2 129 200 227 300 300 Notes:1. ITA targets are not based on FTE. 2. International Chandigarh recognizes the students enrolled in the UFV programs in Chandigarh, India.
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The Senior Budget Committee presents the Consolidated Budget Plan to the President, Senate, the Faculty and Staff
Association, the Student Union Society, and to the university community for discussion and feedback. The Budget is
presented to the Board of Governors for approval in early April.
Actual spending is monitored throughout the year, with both budget variances and quarterly forecasts reported to
the Board through the Finance and Audit Committee.
University Budget Model
Historically, UFV utilized an incremental budget model to allocate resources. In 2012-13, the university made the
shift to shared revenue-based budget centres with the goal of better supporting the university’s strategic directions
and goals while maintaining accountability, transparency, and sustainability. In this model, revenues for Academic
portfolios are aligned with the enrolment plan and budgets for support units are tied to the overall growth of the
university. Further details on the model can be found on the Budget Office website.10
10 http://www.ufv.ca/media/assets/budgets--planning/budget-model-review/UFV+Budget+Model+Discussion+Paper+1.pdf
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2017-18 CONSOLIDATED BUDGET SUMMARY With a balanced budget mandate, consolidated revenues and expenditures for 2017-18 are budgeted to increase by
approximately $6.3M (5.2%) for a total consolidated budget of $127.3M. Table 2 provides a summary of the budget
with a more detailed presentation of revenues and expenditures included as Schedule 1.
Table 2: 2017-18 UFV Consolidated Budget ($ Thousands)
Consolidated Revenues
Total government grants increased by $2.9M to $57.5M (Figure 1). Adjustments to grant revenues are mainly
related to funded salary increases under the Economic Stability Mandate along with a minor adjustment related to
special purpose activity. For the first time in 5 years, government grants have not decreased as a percentage of
total revenues, but have remained unchanged from prior year at 45% (50% in 2013-14). Total tuition and fees
(domestic $34.2M, international $16.9M) also remain unchanged at 40% of revenues (35% in 2013-14). Within total
student tuition and fees, contributions from domestic students continues to decrease (28% 2016-17; 27% 2017-18)
against increasing contributions from international students (12% 2016-17; 13% 2017-18). All other revenues
combined increased by $3.3M and remain unchanged at 15% of total consolidated revenues over the last five years.
Significant changes to consolidated revenues as compared to the prior year are:
• A general wage increase under the Economic Stability Mandate was negotiated and finalized during last
fiscal resulting in an increase to the Provincial operating grant of $2.65M;
• Increase of $90K in domestic tuition and student fees; including $600K related to a 2% rate increase and
the annualization of the Experiential Learning and Wellness fee, a net reduction of $510K to adjust prior
year tuition and fees budgets to actuals. With more conservative enrolment plans, contingencies in prior
year tuition and fees budgets have been reduced;
• Increase of $1.9M in international student tuition and fees including $475K related to a 3.2% rate increase;
$1.375M to adjust tuition budgets to actuals and additional enrolment growth, and additional application
fee revenue of $50K;
• Continuing Education and Industry Services Training – an increase of $830K related to adjusting budget to
actuals and additional enrolment growth;
Base Operating Non-Base
Ancillary Services
Research & Special
Purpose Capital
2017-18 Consolidated
Budget
2016-17 Consolidated
Budget
Change Increase
(Decrease)
% Change
Revenue Budget 88,541$ 20,245$ 7,096$ 4,119$ 7,320$ 127,321$ 121,045$ 6,276$ 5.2%Expense Budget 99,696 7,313 5,456 3,994 10,862 127,321 121,045 6,276 5.2%
(11,155) 12,933 1,640 125 (3,542) - - - Interfund Transfers
Capital Allocations (1,326) (1,463) (754) - 3,542 - - - Fund Balance (12,481)$ 11,470$ 886$ 125$ -$ -$ -$ -$
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• Grants, including funding for a new research chair in Health & Community, and other grants, contracts,
and revenues subject to external restrictions, increase of $630K; and
• Increase of $150K in amortization of deferred capital contributions, matched to the timing of amortization
of externally funded capital assets.
Figure 1: Distribution of 2017-18 Consolidated Revenues ($millions)
Consolidated Expenditures
Salaries and benefits make up 71% of consolidated expenditures and increased by $4.7M to $90.2M in this budget
(Figure 2). Significant changes in salary and benefit costs include:
• An increase of $3.02M related to negotiated increases under the Economic Stability Mandate;
Approximately $2.8M of this increase occurs in base operations, with the remaining $220K absorbed by
non-base, ancillary and restricted and special purpose activity;
• An increase of $330K for employee salary increments;
• An increase of $400K to meet 2017-18 enrolment and non-base training plans;
• $950K in new positions and benefits to support the strategic and educational plans of the university, meet
compliance obligations, and mitigate areas of risk; and
• Appendix B provides details on position changes in the 2017-18 budget.
All other expenditures increased by $1.57M to $37.1M and make up 29% of total expenditures. Most of the
increases occur in the Other Operating Costs category and include:
• $285K increase related to facility maintenance, insurance, and security contracts;
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• $290K increase for information technology maintenance and licencing costs;
• $50K increase for library electronic database licences;
• $265K increase for non-salary contract training; and
• $375K Increase to International for increased office and commission costs, enrolment contingency
adjustment.
The other significant increase is a $300K increase to amortization of capital asset. An increase of $150K is matched
by deferred capital contribution revenues where contributions for externally funded assets are brought into
revenue to match amortization.
Figure 2: Distribution of 2017-18 Consolidated Expenditures ($ millions)
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BUDGET BY FUND PERSPECTIVE The budget plan serves as a control and evaluation instrument within which account managers have the authority
to spend and the responsibility to achieve targets. To enhance accountability, control, and stewardship, UFV
manages its financial resources in various funds. Figure 3 shows the net position of the funds, including a prior year
comparative position. While the aggregate position of the funds is balanced, the operating and capital funds rely on
contributions from other funds to bring the university to an “all funds, no deficit” position.
Figure 3: UFV Consolidated Operations, net year over year comparison (prior to inter-fund transfers)
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OPERATING FUND The operating budget includes the activity related to academic and developmental program delivery, student
support, facility operations, general administration, and governance of the university. Main revenue sources
include government grant funding and domestic student funding. There is limited potential to increase revenues
relative to expenditures in this fund as government grants are not indexed to inflation and domestic student tuition,
which accounts for only 35% of all revenues in this fund, is capped by the provincial tuition limit policy11. This fund
operates in a deficit position and relies on contributions from non-base and ancillary activity to balance inflationary
pressures and strategic investments.
Enrolment Trends
Figure 4: Enrolment Trend 2013-14 to 2017-18*
*Note: Enrolments related to one-time funding (contracts, critical seats funding, study-tours) are not included as funding as related expenditures for delivering these FTEs are recognized in the non-base or special purpose funds and not in ongoing base operations.
Domestic students make up approximately 87% of enrolments and international students make up the remaining
13%. Over the last five years, domestic student enrolments have been on a slow decline, whereas international
student enrolments have been growing (Figure 4). Although domestic student enrolments have been trending
downward, enrolments are shifting across faculties with some faculties shrinking and others growing. Universities
11 http://www2.gov.bc.ca/gov/content/education-training/post-secondary-education/institution-resources-administration/tuition-limit-policy
64,452 63,460 63,658 64,096 64,463
-
10,000
20,000
30,000
40,000
50,000
60,000
70,000
2013-14Actual
2014-15Actual
2015-16Actual
2016-17Forecast
2017-18Plan
Enro
lmen
t
Domestic Enrolment International Enrolment
Total Enrolment Linear (Domestic Enrolment)
Linear (International Enrolment)
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across Canada are seeing declining student numbers in liberal arts programs and increasing enrolments in applied
professional programs. Enrolments at UFV are consistent with this trend.
UFV saw significant growth and a record number of international students in 2016-17, with a larger than expected
increase in winter 2017. Managing the fluctuations of international student enrolments, often related to student
visa approvals, continues to be a challenge for faculties with large numbers of international enrolments. University
administrators and department heads are making efforts to better align international student recruitment and
registration into Faculty enrolment plans.
Table 3 shows broad expenditure categories and resource allocation trends within the operating fund. The
allocation to some portfolios has remained relatively stable, with a noticeable trend of increasing resources
directed to academic and student support, and information technology. Additional information is provided in
Appendix H that compares UFV’s allocation to expenditures in functional categories to expenditure allocations of
other institutions in B.C. and Canada.
With student enrolments a key driver, budget changes across faculties vary. The overall distribution of resources to
faculties as a percentage of total operating fund budgets is trending slightly downward to 52% from 52.9% a few
years ago. Part of this year’s decline is an adjustment to enrolment plans and related revenues to close the gap
between prior year domestic student budgets and actual results.
The areas of academic support and student support as a percentage of total resources have been growing. Both
Education Plan 2016-2020 and the Strategic Enrolment Management Plan identify and emphasize collaborative,
flexible, experiential learning across programs as well as space boundaries as key to student success. Last year’s
budget included a significant and intentional investment in work integrated, experiential, and co-curricular learning,
completion advising, and resources to support faculty in learning technologies and emerging modes of teaching.
This budget builds on those priorities.
In spite of an increasing capital footprint, particularly the addition of the Student Union Building on the Abbotsford
campus and growth in Chilliwack in the past few years, facility and maintenance costs have remained relatively flat
as a percentage of total expenditures. Energy initiatives aimed at improving electricity efficiency, along with
significant cost savings in natural gas through a collaborative ASDT initiative, have resulted in flat utility costs over
the last number of years. UFV has entered into an agreement with a new security provider in 2016-17 to deliver
better service and a safer campus for a marginally higher cost.
Central University costs include budgets for negotiated benefits such as professional development, sabbatical and
educational leaves, maternity and short-term disability leaves, and health allowances. Transfers from the operating
fund to capital and the university contingency are also included in this category.
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General university administration costs have dropped slightly this year. Meeting increasing accountability and
administrative complexities in the post-secondary sector has been managed through a re-alignment of work and
responsibilities within jobs, or a reallocation of vacancies to align with changing administrative needs.
Information Technology is fundamental to flexible learning across boundaries, new learning technologies and
emerging modes of teaching. With a new Chief Information Officer in place to give strategic direction to this
function, the university is adding resources to reduce risk associated with critical information technology functions
and to support technology investments to meet the Education Plan goals.
Table 3: Base Fund expenditures by category
2015-16 2016-17 2017-18$ % $ % $ %
President & Governance 1,339,759 1.4% 1,452,401 1.5% 1,393,675 1.4%Academic Support 8,697,641 9.3% 9,288,778 9.7% 9,747,735 9.8%Faculties, Deans Offices 49,625,250 52.9% 49,916,067 52.2% 51,799,165 52.0%Student Support 8,002,032 8.5% 8,531,570 8.9% 8,967,477 9.0%General Administration 6,885,088 7.3% 6,960,814 7.3% 7,137,420 7.2%Information Technology 4,265,606 4.6% 4,491,310 4.7% 5,081,523 5.1%Facil ities & Security 7,431,539 7.9% 7,613,392 8.0% 7,895,073 7.9%Central University 7,494,947 8.0% 7,299,893 7.6% 7,662,647 7.7%
Total Operating Budget 93,741,862$ 100.0% 95,554,225$ 100.0% 99,684,715$ 100.0%
Category
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NON-BASE The main revenue sources are Industry Services and Continuing Education training revenues and international
student tuition and fees. Activities in this area are expected to cover direct costs and make a contribution to the
consolidated budget plan.
Continuing Education and Industry Services training revenues are budgeted to increase by 27% over prior year to
$3.2M. With direct internal expenditures of $2.7M, this activity will contribute $580K to the consolidated budget.
With a provincial and national emphasis on job skills and industry expectations of continuing professional
development and life-long learning, this activity has been expanding and is expected to continue to grow.
International student tuition and fees is the largest area of activity in non-base activity. International students
study together with domestic students in courses and programs. As the International office does not run courses or
academic programs specifically for international students, the International fund makes a contribution to the
university operating fund budget. The contribution to the operating budget is $12.3M with $10.9M going to base
operations and $1.5M to capital. This is a 13% increase over the prior year. Note: the cost of educating
international students is recognized in base operations.
Schedule 2 provides further details on non-base activity.
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ANCILLARY FUND In 2015-16, Ancillary Services was consolidated into the Campus Planning and Resource Development portfolio.
Beginning April 1, 2017, responsibility for the operation of Baker House Residence will become part of this portfolio,
with residence programming remaining the responsibility of the VP Students and Enrolment Management. In
addition to Baker House operations, Ancillary Services includes bookstore, conference & event services, food
services, parking, print services, and campus card.
The overall budget for Ancillary Services is not significantly changed from the prior year. Revenues of $7.1M
account for 6% of the total university revenues. After direct expenditures of $5.5M and a contribution to capital of
$750K for debt repayment on Baker House, parking lots, and university print management infrastructure, Ancillary
Services will contribute approximately $900K to the university consolidated budget.
Schedule 3 provides details on the various activities within Ancillary Services.
RESTRICTED FUNDS The activity in this fund consists of research and other special purpose projects, and donation revenues. These are
funds with restrictions imposed from outside the organization, usually by the contributor of the resources. This
includes funding for projects approved and funded by the Natural Sciences and Engineering Research Council
(NSERC), the Social Sciences and Humanities Research Council (SSHRC), the Canadian Institutes of Health Research
(CIHR), and projects funded by community and industry partners. As this fund has activity related to research and
special projects that are often one-time in nature, activity in this fund can vary substantially from year to year. The
university has been approved for a new Research Chair in Health and Community ($200K annually) and a further
increase of $400K is estimated for additional project and donation revenue.
Donation revenues and endowment investment earnings are restricted and included in the restricted fund category.
Restricted revenue is not recognized until spent and/or awarded to students causing a timing issue between the
receipt of donations and restricted investment earnings and the flow of these revenues through the budget and
financial statements. Endowment contributions are restricted in perpetuity and because these contributions do not
directly fund expenditures, they do not flow through the annual consolidated budget.
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CAPITAL FUND The consolidated budget includes the impact of revenues and expenditures related to the acquisition or
construction of capital assets such as land, buildings, major equipment, technology infrastructure, and significant
software application systems. For assets funded by external sources, deferred revenue is recorded to offset the
amortization expense each year with zero net impact to the financial position. For assets funded by the university,
no revenue is available to offset the annual amortization expense and transfers from other funds are necessary to
cover the resulting deficit (Schedule 1). Capital transfers from ancillary operations fund specific assets such as
parking lots, capital leases, and student residence debt repayment.
On an annual basis, the university receives Ministry funding for routine building maintenance and major capital
projects and renovations (MMR funding). The university is expected to contribute a minimum of 10% to major
capital projects and renovations. For 2017-18, the university expects to receive $2.775M in MMR funding and an
additional $6.72M restricted for the Heavy Mechanical & Farm Technology building at CEP and the science lab
renewal project in progress. Projected capital expenditures for 2017-18 are attached as Schedule 4. The impact of
these expenditures on our Statement of Operations have been captured in the consolidated budget.
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BUDGETS BY PORTFOLIO Over time a number of organizational changes have occurred with responsibility for departments moving from one
senior administrator to another. Please note that both the budgets and enrolments that are shown in the charts in
this section have been restated to reflect these new responsibilities under the current administrator.
OFFICE OF THE PRESIDENT AND GOVERNANCE Dr. Mark Evered
The President reports to the Board of Governors and chairs the University Senate. He supervises the work of UFV’s senior executive team and leads the university in the development and implementation of its strategic goals and plans, including the Education Plan, Strategic Enrolment Management Plan, Consolidated Budget Plan, Five-Year Capital Plan and Accountability Report. The President’s responsibilities also include community engagement, government relations, advocacy at regional, provincial and federal levels. Locally and internationally, he promotes partnerships that support university and community development and enhance educational and career opportunities for students. In addition to the budget of the President’s office, the portfolio incorporates the governance offices of the University
Secretariat and the Board of Governors.
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PROVOST AND VICE-PRESIDENT ACADEMIC Dr. Eric Davis
The Provost and Vice-President Academic plays a pivotal role at UFV, taking responsibility for the development of excellence in teaching, learning, scholarship, and service. In addition to the traditional roles of the Vice-President Academic, the Provost is responsible for integrated planning and operational coordination at UFV to ensure educational and research programs, faculty and staff recruitment, career development, support services, policies, practices, standards, and resource allocations are aligned with the university’s values, vision and prioritized goals. The portfolio includes the following divisions: the Vice-Provost and Associate Vice-President Academic’s Office, Graduate Studies, Human Resources, Indigenous Affairs, Institutional Research and Integrated Planning, Program Development and Quality Assurance, Research, Teaching and Learning, Academic Advising and the University
Library.
2017-18 Budget Highlights • Additional investments to support the priorities of the Education Plan and achievement of SEM goals
were made in experiential learning resources and advising services; • The university continues to move towards a centralized advising model as recommended by a recent
external review of advising at UFV; • Investment in Indigenization initiatives to support Ministry and University priorities; • Reallocation of resources in the library to align to changing work; • Additional funding to maintain the library acquisitions budget; and • New Research Chair in Health & Community funded with new research grant.
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CHIEF FINANCIAL OFFICER AND VICE-PRESIDENT ADMINISTRATION Jackie Hogan
The CFO and Vice-President Administration is responsible for and provides leadership to financial and administrative support services at UFV. Working with a dedicated, professional team of directors and staff, the division strives to deliver exemplary services to support the academic and strategic goals of the university. With a focus on accountability, risk management, and efficiency, the division employs continuous business improvement practices to deliver administrative services.
The portfolio encompasses Financial Services, Procurement, Budgets, Facilities Management, Information Technology Services, Security and Emergency Management, and Legal Counsel.
2017-18 Budget Highlights • Investment in Information Technology Services to reduce risk and build technology capability to support the
Education Plan goals; additional funding for software maintenance and licensing; • Additional support for facilities administration; reallocation of resources to manage and improve custodial
services effectiveness; • Reallocation of purchasing resources to align with highest need; and • Institutional reorganization and reallocation to move compliance responsibilities for privacy and information
access to Legal Counsel Office.
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VICE-PRESIDENT, STUDENTS AND ENROLMENT MANAGEMENT Jody Gordon
Ensuring student success is important to the Vice-President Students and Enrolment Management division. The division supports students by focusing on student life, student engagement, student development, work integrated learning, co-curricular learning, and student support. The division includes the following: Student Life, Financial Aid, Residence Life, Career Centre, Athletics, Campus Recreation, Counselling, Disability Resource Centre, Qualifying and Exploratory Advising, and the Office of the Registrar.
2017-18 Budget Highlights • Continued investment in student experiential learning through co-curricular record initiative; support for
student wellness though campus recreation and other services; • Investment in Disability Resources to support the complexity and growing needs of an increasingly diverse
student population; • Additional investment for the Office of the Registrar to support enrolment management strategies; and • Institutional reorganization to move responsibility for Baker House Residence operations to Ancillary
operations under the direction of the Executive Director Campus Planning & Resource Development while maintaining responsibility for residence life programming with Student Life.
23 | P a g e
UNIVERSITY RELATIONS Leslie Courchesne, Executive Director
University Relations team builds UFV’s reputation and relationships with stakeholders and communities, in support of university goals.
Core responsibilities include brand strategy, marketing, advertising and sponsorship, communications and public relations, student recruitment, alumni relations, advancement (fundraising and ‘friend’ raising), website management, institutional events, and government relations.
The department is also the primary liaison and support to the UFV Alumni Association.
2017-18 Budget Highlights • Investment in student recruitment to address enrolment goals; and • Reorganization of Advancement staff to align work to highest needs.
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COLLEGE OF ARTS Dr. Jacqueline Nolte
The College is comprised of the Faculty of Humanities and the Faculty of Social Sciences. With circa 130 permanent faculty members and 3,000 students, the College is the largest unit at UFV. The College offers skills in creative problem-solving, critical reasoning, interpersonal communication, social research, analysis of human and physical environments, historical consciousness, and cultural awareness and interpretation.
The College offers a Masters in Criminal Justice, an Honours in Criminal Justice and a Bachelor of Arts (Criminal Justice). It offers a Bachelor of Arts with 13 Majors including Economics, English, French, Geography, History, Mathematics, Philosophy, Peace and Conflict Studies, Political Science, Psychology, Sociology, Sociology/Anthropology and Theatre. Bachelor of Arts Honours programs are offered in 6 disciplines and Extended Minors and Minors are offered in the Major disciplines as well as in Anthropology, Art
History, Criminal Justice, Latin American Studies, Media and Communication Studies, and in Communication. The College offers Bachelor of Arts in Global Development Studies, a Bachelor of Fine Arts with a Major in Visual Arts and 7 Extended Minors. The College is responsible for the interdisciplinary Bachelor of General Studies, an Associate of Arts degree, 6 diplomas and 11 certificates.
2017-18 Budget Highlights • Investment in expansion of Graphic & Digital Design program; and • Additional faculty appointments in Criminology and Communications to support program demand.
25 | P a g e
*Enrolment is based on actual enrolment for 2013-14 to 2015-16, forecasted enrolment for 2016-17 and plannedenrolment for 2017-18.
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FACULTY OF ACCESS AND CONTINUING EDUCATION Dr. Sue Brigden
The Faculty of Access and Continuing Education (FACE) is home for the Applied Business Technology, Continuing Education, English as a Second Language, and Upgrading and University Preparation departments; the Indigenous Student Centre; and Assessment Services. The programs and services housed in the Faculty help adult learners of all backgrounds meet their personal, educational, and career goals.
FACE also provides a home for Qualifying Studies (QS) and the University Foundation Program (UFP) students. With the help of academic advising and other university support services, QS and UFP students develop academic plans that will help them meet the requirements of their chosen post-secondary program.
*The substantial drop in budget for 2014-15 reflects the loss of government funding for domestic ESL students. The corresponding drop in domestic student FTEs is mitigated by an increase in international ESL students. In 2016-17, the developmental courses offered by Science with a budget of $111K have been moved to the University Upgrading Department to align developmental courses for students.
2017-18 Budget Highlights • Investment in Applied Business Technology program to ensure sustainability and support growth; and • Reduction in English as a Second Language to adjust for enrolment trends of incoming International
students.
27 | P a g e
*Enrolment is based on actual enrolment for 2013-14 to 2015-16, forecasted enrolment for 2016-17 and plannedenrolment for 2017-18.
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FACULTY OF APPLIED AND TECHNICAL STUDIES John English, Dean
The Faculty of Applied and Technical Studies offers training programs that respond to industry needs. All UFV trades programs are based on provincial standards, and follow a core curriculum common to all B.C. institutions offering the program. Students can begin work in their chosen field after finishing a 10-month entry-level trades program at UFV. Most programs also have apprenticeship options after completion of the entry-level certificate. Program offerings include Agriculture, Aircraft Structures, Architectural Drafting, Automation and Robotics, Automotive Collision and Service, Carpentry, Joinery, Electronics, Electrical Work, Floral Design, Health and Human Services, Heavy Mechanical, Hospitality and Event Planning, Plumping and Piping, Culinary Arts, Welding, and others.
At the Trades and Technology Centre, the Faculty also offers a 10-week Trades Discovery program to provide students an opportunity to sample multiple trades to help them decide which one they would like to pursue as a career. To help with their decision, they have the opportunity to complete worksite visits. At the end of the program, students are ready to enter trade foundation training or seek an apprenticeship.
2017-18 Budget Highlights • Adjustment in Industry Training Authority (ITA) programming; move excess capacity in Aircraft Structural
programming to Heavy Mechanical programming; and • Restructuring of Aircraft Technician programming for international markets.
29 | P a g e
*Enrolment is based on actual enrolment for 2013-14 to 2015-16, forecasted enrolment for 2016-17 and plannedenrolment for 2017-18.
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FACULTY OF HEALTH SCIENCES Dr. Joanne MacLean, Dean
The Faculty of Health Sciences houses the Department of Kinesiology and the School of Health Studies.
The School of Health Studies offers the following programs at the Canada Education Park in Chilliwack: Bachelor of Science in Nursing, Practical Nursing Diploma, Health Care Assistant, and Certified Dental Assistant Certificate. These fully reviewed and accredited programs incorporate extensive practicum learning experiences and advanced simulation technology designed to enhance the preparation of our graduates. The highly qualified and dedicated faculty of the School of Health Studies work closely with students to facilitate and guide their learning.
The Department of Kinesiology offers courses on both the Abbotsford and Chilliwack campuses. Our program offers a Bachelor of Kinesiology degree program with concentrations in Exercise Science and Pedagogy. A third concentration in Active Health is in development.
2017-18 Budget Highlights • Investment in Dental program and departmental support; • Reallocation of resources to support revised Nursing curriculum.
31 | P a g e
*Enrolment is based on actual enrolment for 2013-14 to 2015-16, forecasted enrolment for 2016-17 and plannedenrolment for 2017-18.
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FACULTY OF PROFESSIONAL STUDIES Dr. Tracy Ryder Glass, Dean
The Faculty of Professional Studies is comprised of the School of Business, the School
of Social Work and Human Services as well as departments offering programs in
Adult Education, Child, Youth and Family Studies, Computer Information Systems,
Library and Information Technology, and Teacher Education. The Faculty has been
offering programming at the SD College campus in Chandigarh, India since 2006,
beginning with the Bachelor of Business Administration and introducing the Bachelor
of Computer Information Systems in the fall of 2015, and the Post-Degree
Management Certificate beginning in January 2016.
2017-18 Budget Highlights • Investment in International & Indigenous Affairs supports university and ministry directions; • Investment to support curriculum development and program reviews; • Reorganization of staffing to align work to highest needs; • Additional faculty appointments in Social Work, CIS and Teacher Education to support demand; • Additional CIS technical support to support program demand.
33 | P a g e
*Enrolment is based on actual enrolment for 2013-14 to 2015-16, forecasted enrolment for 2016-17 and plannedenrolment for 2017-18.
34 | P a g e
FACULTY OF SCIENCE Dr. Lucy Lee, Dean
The Faculty of Science houses the departments of Biology, Chemistry, Mathematics and Statistics, and Physics. The program offerings include a post-degree certificate in Data Analysis, an Engineering Physics diploma, various Bachelor of Science (BSc) degrees, an Associate degree in Science, an Engineering Transfer program, and Science studies that cover a wide breadth of areas including Biology, Chemistry, Physical Geography, Physics, and Mathematics and Statistics. The courses are designed to enhance critical thinking abilities, integrating facts and observations with experimental knowledge and reasoning. Faculty are not only encouraged to incorporate research in their teaching but also support students to conduct research and share their findings. The Centre for Environmental Sustainability and the Math Centre are also within this
portfolio. The Centre for Environmental Sustainability forms a hub and is ready to fill a void in the Fraser Valley through which public, private, and not-for-profit organizations can share data, cooperate on projects, and coordinate efforts.
2017-18 Budget Highlights • Additional faculty appointment in Math & Statistics to support program demand; • Additional technical resources to support program demand.
35 | P a g e
*Enrolment is based on actual enrolment for 2013-14 to 2015-16, forecasted enrolment for 2016-17 and plannedenrolment for 2017-18.
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CAMPUS PLANNING AND RESOURCE DEVELOPMENT Craig Toews, Executive Director
Campus Planning and Resource Development is responsible for the planning and development of the university’s campuses and centres with a lead role in community liaison, partnerships, and resource development for the purpose of revenue generation. This includes leading and supporting the sustainable development of UFV’s campuses, and giving oversight to Ancillary Services and all major capital projects and property development. The goal is to create the best undergraduate experiences on campus by integrating learning spaces and the public realm into a vibrant campus community. Ancillary Services is a student-centered department of the university committed to offering students, faculty, and staff quality products and services to enhance their stay at UFV. All revenues generated by the division support the university’s mission of teaching
excellence. Profits from these units allow Ancillary Services to make a substantial financial contribution to the university. These services include student residence, food services, catering, bookstore, conferencing and event services, print services, campus card, and parking.
2017-18 Budget Highlights • Institutional reorganization to move responsibility for Baker House Residence operations to Ancillary
Services; • Reorganization of bookstore staffing to align work to changing and highest needs; • Close TTC campus satellite bookstore and adjust CEP campus satellite bookstore operations to match
demand and reduce costs; • New food services provider with expectations of improved service and additional revenue.
37 | P a g e
SCHEDULE 1 2017-18 CONSOLIDATED BUDGET DETAIL – BY FUND
2017
-18 U
FV Co
nsol
idat
ed B
udge
t ($
Thou
sand
s)
Base
Op
erat
ing
Non-
Base
Ancil
lary
Se
rvice
s
Rese
arch
&
Spec
ial
Purp
ose
Capi
tal
2017
-18
Cons
olid
ated
Bu
dget
2016
-17
Cons
olid
ated
Bu
dget
Chan
ge
Incr
ease
(D
ecre
ase)
% Ch
ange
Reve
nues
:Go
vern
men
t Ope
ratin
g Gra
nts
55,6
58$
-
$
-
$
1,
233
$
581
$
57
,472
$
54,5
93$
2,
879
$
St
uden
t Tui
tion
& Fe
es30
,946
20,1
28
13
-
-
51,0
87
48
,313
2,77
4
Cont
ract
s/Re
sear
ch R
even
ue12
3
67
-
90
0
-
1,09
0
82
3
267
Ot
her R
even
ue1,
215
50
41
0
1,64
8
-
3,
322
3,14
5
17
8
Sale
s of G
oods
& Se
rvic
es-
-
6,
324
-
-
6,32
4
6,
495
(171
)
Rent
al &
Leas
e Rev
enue
-
-
350
-
-
35
0
321
29
Inve
stm
ent I
ncom
e60
0
-
-
338
-
93
8
770
16
8
Amor
tizat
ion
of D
efer
red
Cont
ribut
ion
-
-
-
6,73
9
6,
739
6,58
6
15
3
88,5
41
20
,245
7,09
6
4,
119
7,32
0
12
7,32
1
121,
045
6,
276
5.
2%
Expe
nditu
res:
Sala
ries &
Ben
efits
83,7
20
3,
694
1,30
3
1,
465
-
90,1
82
85
,474
4,70
8
Cost
of G
oods
Sold
201
-
3,
087
-
-
3,28
7
3,
315
(27)
Othe
r Ope
ratin
g Cos
ts15
,152
3,43
9
49
3
1,77
9
1,
362
22,2
24
20
,927
1,29
7
Scho
lars
hips
& B
ursa
ries
624
18
0
5
75
0
-
1,55
9
1,
559
-
De
bt Se
rvic
e Cos
ts-
-
56
9
-
-
569
57
0
(2)
Amor
tizat
ion
Expe
nse
-
-
-
-
9,50
0
9,
500
9,20
0
30
0
99,6
96
7,
313
5,45
6
3,
994
10,8
62
12
7,32
1
121,
045
6,
276
5.
2%
Inte
rfund
Tran
sfers
:Ca
pita
l Allo
catio
ns1,
326
1,46
3
75
4
-
(3,5
42)
-
-
-
Fund
Bala
nce
(12,
480)
$
11
,470
$
886
$
12
5$
-$
-$
-$
-$
38 | P a g e
SCHEDULE 2 2017-18 NON-BASE BUDGET
2017
-18
UFV
Non
-Bas
e Bu
dget
($ T
hous
ands
)
Cont
inui
ng
Educ
atio
nIn
dust
ry
Serv
ices
Tota
l Ex
tens
ion
Stud
ies
Inte
rnat
iona
l
2017
-18
Non
-Bas
e Bu
dget
2016
-17
Non
-Ba
se B
udge
t
Chan
ge
Incr
ease
(D
ecre
ase)
%
Chan
geRe
venu
es:
Gove
rnm
ent O
pera
ting
Gran
ts-
$
-
$
-
$
-
$
-
$
-
$
-
$
St
uden
t Tui
tion
& F
ees
2,08
8
1,
152
3,24
0
16
,888
20
,128
17
,446
2,
682
Cont
ract
s/Re
sear
ch R
even
ue-
-
-
67
67
52
15
Oth
er R
even
ue-
-
-
50
50
30
20
Sale
s of
Goo
ds &
Ser
vice
s-
-
-
-
-
-
-
Re
ntal
& Le
ase
Reve
nue
-
-
-
-
-
-
-
Inve
stm
ent I
ncom
e-
-
-
-
-
-
-
Am
ortiz
atio
n of
Def
erre
d Co
ntri
butio
n-
-
-
-
-
-
-
2,08
8
1,
152
3,24
0
17
,005
20
,245
17
,528
2,
717
15.5
%
Expe
nditu
res:
Sala
ries
& B
enef
its1,
234
528
1,
762
1,93
1
3,69
4
3,14
5
548
Co
st o
f Goo
ds S
old
-
-
-
-
-
-
-
Oth
er O
pera
ting
Cost
s43
1
444
87
5
2,56
4
3,43
9
2,79
6
643
Sc
hola
rshi
ps &
Bur
sari
es-
-
-
18
0
18
0
18
0
-
De
bt S
ervi
ce C
osts
-
-
-
-
-
-
-
Amor
tizat
ion
Expe
nse
-
-
-
-
-
-
-
1,66
5
97
2
2,63
8
4,
675
7,
313
6,
121
1,
192
19.5
%
Inte
rfun
d Tr
ansf
ers:
Capi
tal A
lloca
tions
20
-
20
1,44
3
1,46
3
1,33
4
129
9.
6%
Fund
Bal
ance
403
$
18
0$
583
$
10
,888
$
11,4
70$
10
,073
$
1,39
7$
13
.9%
39 | P a g e
SCHEDULE 3 2017-18 ANCILLARY BUDGET
2017
-18
UFV
Anc
illar
y Bu
dget
($ T
hous
ands
)
Anci
llary
Se
rvic
es
Adm
inBo
okst
ore
Even
ts &
Co
nf.
Food
Se
rvic
esPa
rkin
gO
ther
An
cilla
rySt
uden
t Re
siden
ce
2017
-18
Anci
llary
Bu
dget
2016
-17
Anci
llary
Bu
dget
Chan
ge
Incr
ease
(D
ecre
ase)
%
Chan
geRe
venu
es:
Gove
rnm
ent O
pera
ting
Gran
ts-
$
-$
-
$
-$
-
$
-$
-
$
-$
-
$
-$
St
uden
t Tui
tion
& F
ees
-
-
-
-
-
-
13
13
13
-
Cont
ract
s/Re
sear
ch R
even
ue-
-
-
-
-
-
-
-
-
-
O
ther
Rev
enue
-
-
148
180
-
45
37
41
0
35
4
56
Sale
s of
Goo
ds &
Ser
vice
s-
3,99
1
-
-
1,
131
-
1,
202
6,32
4
6,
495
(171
)
Rent
al &
Leas
e Re
venu
e-
-
-
-
-
155
195
350
321
29
In
vest
men
t Inc
ome
-
-
-
-
-
-
-
-
-
-
Amor
tizat
ion
of D
efer
red
Cont
ribu
tion
-
-
-
-
-
-
-
-
-
-
3,
991
148
180
1,13
1
20
0
1,
446
7,09
6
7,
182
(86)
-1.2
%
Expe
nditu
res:
Sala
ries
& B
enef
its25
0
58
4
79
-
8
31
0
72
1,30
3
1,
218
85
Co
st o
f Goo
ds S
old
-
3,
087
-
-
-
-
-
3,
087
3,11
4
(2
7)
O
ther
Ope
ratin
g Co
sts
29
40
0
17
14
23
1
(3
94)
19
6
49
3
56
2
(6
9)
Sc
hola
rshi
ps &
Bur
sari
es-
-
-
-
-
5
-
5
5
-
Debt
Ser
vice
Cos
ts-
-
-
-
-
14
55
4
56
9
57
0
(2
)
Amor
tizat
ion
Expe
nse
-
-
-
-
-
-
-
-
-
-
279
4,07
1
95
14
23
8
(6
5)
82
3
5,
456
5,47
0
(1
3)
-0
.2%
Inte
rfun
d Tr
ansf
ers:
Capi
tal A
lloca
tions
-
-
-
-
170
151
433
754
762
(8)
-1
.1%
Fund
Bal
ance
(279
)$
(80)
$
53$
16
6$
722
$
11
3$
191
$
88
6$
951
$
(6
5)$
-6
.8%
40 | P a g e
SCHEDULE 4 2017-18 CAPITAL BUDGET
2017-18 UFV Capital Budget ($ Thousands)
BudgetProvincial
Contribution University
Contribution Major Capital ProjectsPurchase and retrofit of Heavy Mechanical & Farm Technology Building (1041)* $ 6,500 5,500$ 1,000$ Science Laboratory upgrade & renewal** 2,140 1,220 920
8,640 6,720 1,920
Accessibil ity improvements 950 585 365 Renovations & classroom improvements 700 513 188 Systems upgrades/replacements 515 464 52 Bldg. Envelope Replacement 100 90 10 IT Network infrastructure 600 180 420 Carbon Neutral Energy projects 79 69 10
2,944 1,900 1,044
Minor Maintenance & RepairsAnnual maintenance & repairs 875 875 -
Other Annual FF & E investments 920 920 Cafeteria upgrades** 170 170 Digital Hub planning** 150 150 Emerging and minor renovation projects 333 333
1,573 - 1,573
TOTAL $ 14,032 $ 9,495 $ 4,537
*Approved October 6, 2016
**Prior year approved projects in progress
41 | P a g e
APPENDIX A
2017-18 BUDGET TIMELINE & PRINCIPLES 2017-18 Budget Planning:
The Consolidated Budget is a fundamental plan for the university. It ensures financial resources are aligned with the institution’s priorities and areas of focus as identified in the Strategic Plan, the Education Plan, and the Strategic Enrolment Management Plan.
Significant considerations and assumptions for 2017-18 budget planning are as follows:
Financial Planning Environment:
• UFV cannot approve a deficit consolidated budget. • Taxation, legislative, contractual, and regulatory requirements must be adhered to.
• UFV activities will aim to align with government expectations, priorities, and accountabilities including
full-time equivalent (FTE) targets, Government Letter of Expectations12, Ministry of Advanced Education 2016/17 – 2017/18 Service Plan13, and the University Act14.
• Domestic student tuition and mandatory fees will be limited by the Ministry’s Tuition Limit Policy15 – an
increase of 2% will be assumed for tuition and fees under this policy for the 2017/18 planning cycle. • Following three years of grant funding reductions (2013/14-2015/16), government funding is assumed
to be adjusted for negotiated settlements for fiscal 2017/18. Grant funding is not expected to be increased for FTE growth or general inflationary costs.
• In alignment with the Skills for Jobs Blueprint16, government directed post-secondary institutions to align education and training with labour market demand. By 2017/18 the sector will target 25% of AVED block grant funding to programs related to high demand occupations. By fiscal 2017/18, approximately $7.8 million (21.3%) will be designated for targeted FTE at UFV.
• The Industry Training Authority (ITA) is in the process of reviewing its funding framework and is
expected to implement a new model for 2017/18. Funding for program expansion is not expected. The impact of the new model is not yet known. ITA funded programs will be offered consistent with the approved ITA training plan.
• The Ministry has articulated a new degree approval process. UFV currently has a number of programs
12 http://www2.gov.bc.ca/assets/gov/education/post-secondary-education/institution-resources-administration/mandate-letters/ufv.pdf 13 http://www.bcbudget.gov.bc.ca/2016/sp/pdf/ministry/aved.pdf 14 http://www.bclaws.ca/Recon/document/ID/freeside/00_96468_01 15 http://www2.gov.bc.ca/gov/content/education-training/post-secondary-education/institution-resources-administration/tuition-limit-policy 16 https://www.workbc.ca/getmedia/4c54646a-93fa-4566-b148-f43a3f27b240/Booklet_BCsBlueprint_web_140428.pdf.aspx
42 | P a g e
at DQAB/Ministry waiting for approval. The status of approvals may impact program offerings.
• The tuition compensation grant for ABE and ESL programming was removed in fiscal 2015/16 with no corresponding adjustment to developmental FTE targets. Tuition fees were reinstated for ABE and ESL in 2015/16. The impact of this change has not yet stabilized.
• A significant portion of the Chilliwack North Campus is expected to be sold this fiscal with proceeds used to
pay down debt associated with Canada Education Park. Operating costs for this site will be offset through site-specific revenue generating opportunities.
• The provincial and federal budgets for 2016 include investments in infrastructure for post-secondary
institutions over the next 3 years. These initiatives involve cost sharing; the university will be required to contribute a portion of the costs of approved major renovations, upgrading, and capital projects. The 2015/16 5-Year Capital Plan17 and the UDistrict Neighbourhood Plan will provide direction for projects.
• AVED will continue to advance the development of free digital open textbooks and open education
resources in an effort to reduce costs for students.
• UFV is sensitive to shifts in global policies and economies that impact CAD exchange rate and international students.
• The Truth and Reconciliation Commission18 (TRC) released their final report in December
2015. Recommendations from the report will be considered in the annual budget planning process.
17 http://www.ufv.ca/media/assets/campus-planning/pdfs/2015-16-UFV-Capital-Plan---FINAL-June-27.pdf 18 http://www.trc.ca/websites/trcinstitution/File/2015/Honouring_the_Truth_Reconciling_for_the_Future_July_23_2015.pdf
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Budget Principles: The following are used to guide budget decisions:
1. We will be transparent and accountable in our decision making. Budget decisions will be supported by data and will be guided by a consultative process.
2. We will align resources with our strategic goals. Budget allocations will be aligned with university goals as identified in the Strategic Plan, the Education Plan, and the Strategic Enrolment Management Plan (Appendix A). Select investments will be directed to support highest priority goals.
3. We will develop the budget using the shared-revenue budget model. Faculty budgets will be
aligned with enrolment plans and support services will be tied to the overall revenues. Budgetary impacts will be reviewed for overall effect on the University.
4. We will encourage revenue generating activities. Entrepreneurial activities will be encouraged
where a net gain is projected within an acceptable risk-tolerance level. Increasing other revenue sources will be encouraged.
5. We will support the long-term financial sustainability of the university. Contractual cost
increases will be minimized where possible; funding for contractual obligations will be a shared responsibility. Opportunities that increase efficiency while maintaining quality will be given priority. Administrative service efficiencies and shared services between institutions will be considered where consistent with UFV goals and where savings can be realized.
6. We will support the ecology of the academic program complement, mindful of the need to respond to strategic directions and student needs.
7. We will take a strategic perspective when considering position eliminations. Position changes will be mindful and respectful of the impact on individuals. Vacancies will not be filled automatically allowing for limited resources to be allocated according to institutional priorities.
8. We will promote academic and service quality in our planning. Programs and support services will reflect our commitment to excellence and student success for all students.
9. We will develop the budget in a manner that will minimize risk to the university. An annual contingency fund of 1.5% of operating revenues will be maintained as a provision for enrolment declines, emergency response, and unforeseen expenditures. The budget will not postpone dealing with projected deficits; the budget will be balanced without deferring liabilities to future year budgets.
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APPENDIX B
SUMMARY OF POSITION CHANGES
Position Additions Position ReductionsAdmin Faculty Staff Admin Faculty Staff
Provost & VP Academic - 0.30 2.85 - - 1.00 2.15 AVP Human Resources - - 0.20 - - - 0.20 AVP Research, Engage & Grad Studies - 1.00 - - - - 1.00 College of Arts - 1.14 0.50 - - 0.30 1.34 Faculty of Access & Continuing Education - 1.00 - - 1.58 - (0.58) Faculty of Applied & Technical Studies - 1.00 - - - - 1.00 Faculty of Health Sciences - 0.50 0.40 - - 0.50 0.40 Faculty of Professional Studies - 3.00 2.50 - - 1.00 4.50 Faculty of Science - 0.50 0.25 - - - 0.75 CFO & VP Administration 2.30 - 1.66 1.00 - 0.50 2.46 VP Students & Enrolment Management - - 1.40 - - - 1.40 Exec Dir University Relations - - 1.20 - - - 1.20 Ancillary Services - - - - - 2.00 (2.00) International Education - - 2.50 - - - 2.50
Total 2.30 8.44 13.46 1.00 1.58 5.30 16.32
Portfolio Net
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APPENDIX C
SUMMARY OF POSITION VACANCIES
Vacancies as at January 13, 2017 Pending VacanciesAdmin Faculty Staff Admin Faculty Staff
President's Office 1.00 1.00 University Secretariat 1.00 1.00 2.00 Provost & VP Academic 6.30 6.30 AVP Human Resources 0.80 0.80 AVP Research, Engage & Grad Studies 1.00 1.00 College of Arts 1.00 3.00 2.50 6.50 Faculty of Access and Continuing Ed 2.24 1.00 1.00 4.24 Faculty of Health Sciences 3.60 3.60 Faculty of Professional Studies 7.00 1.00 8.00 Faculty of Science 1.50 1.50 CFO & VP Administration 3.34 3.34 VP Students & Enrolment Management 1.50 1.50 Exec Dir University Relations 1.37 1.37 Exec Dir Campus Planning & Resource Dev 2.80 2.80
Total 2.00 18.34 21.61 1.00 1.00 43.95
Recruitment In-Progress: 1.00 10.30 9.17 20.47
TotalPortfolio
-Recruitment is in process for 20.47 FTE of the current vacancies.-Pending Vacancies: employees who have indicated retirement during the 2016-17 fiscal year. Recruitment has begun for 0 of the pending retirement positions.
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APPENDIX D
SUMMARY OF PROGRAM CHANGES
College/Faculty Program StatusAccess and Continuing Education Activity Aid Certificate In procress
Access and Continuing Education Family Child Care certificate Suspended Winter 2017
Applied & Technical Studies Automation and Robotics Technician Program Suspended Fall 2016
Applied & Technical Studies Post Degree Hospitality Event Management Program Suspended Fall 2016
Arts Bachelor of Arts, Graphic and Digital Design (Major) In process
Arts Bachelor of Arts, Indigenous Studies (Major & Minor) Approved by AVED
Arts Bachelor of Arts, Peace & Conflict Studies (Major & Minor) Approved by AVED
Arts Bachelor of Arts, Theatre (Major) Approved by AVED
Arts Bachelor of Environmental Studies Pending AVED approval
Arts Bachelor of Environmental Studies (Natural Sciences) Pending AVED approval
Arts Bachelor of Media Arts Approved by AVED
Arts Bachelor of Professional Communication Pending AVED approval
Arts Extended Studies certificates (Arts) Discontinued Fall 2016
Arts Graduate Diploma and Graduate Certificate in Migration and Citizenship In process
Arts Master in Migration and Citizensip In process
Health Sciences Certificate in Adventure Tourism Training Discontinued Fall 2017
Professional Studies Aviation Diploma (one-year program) Suspended Fall 2016
Professional Studies Bachelor of Applied Management In process
Professional Studies Bachelor of Commerce in Fashion In process
Professional Studies Bachelor of Education Approved by AVED
Professional Studies Graduate Certificate in Child Life and Community Health In process
Professional Studies Graduate Certificate in Mindfulness-Based Teaching and Learning In process
Professional Studies Management Post-Degree Certificate Suspended Winter 2017
Professional Studies Master of Finance In process
Professional Studies Master of Education in Educational Leadership and Mentorship In process
Professional Studies Substance Abuse Counsell ing certificate Suspended Fall 2017
Professional Studies Teacher Education Completion Certifcate (Elementary and Secondary options) Discontinued Fall 2017
Professional Studies Undergraduate Certificate in Instructional Design In process
Science Bachelor of Agriculture Science, Horticulture (Major) Approved by AVED
Science Bachelor of Science, Applied Statistics (Minor) Begins Fall 2017
Science Bachelor of Science, Biochemistry (Major) Not recommended by AVED
Science Bachelor of Science, Computing Science (Major) Pending AVED approval
Science Master of Science, Integrated Science & Technology Pending AVED approval
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APPENDIX E
STUDENT TUITION FEES
Item Fee Unit 16-17 17-18 % Change
Regular Programs - Domestic $ $
Courses Level 100 - 400 Credit 139.41 142.20 2.0%
Graduate Courses (Level 700) Credi t 559.55 570.74 2.0%
Adult Bas ic Education Courses (ABE)1 Credi t 164.84 168.14 2.0%
Engl i sh as a Second Language (ESL)2 Credi t 82.42 84.07 2.0%
Vocational Courses Credi t 139.41 142.20 2.0%
Trades & Technology Courses Weekly 115.43 117.74 2.0%
Regular Programs - International
Courses Level 100-400 Semester 8,050.00 8,310.00 3.2%
International Differential Fee Programs
Cooperative Education Work term - International 1 semester 1,200.00 1,200.00 0.0%
Post-Bacca laureate Certi fi cate Programs 3 Program 16,100.00 N/A 0.0%
Post-Bacca laureate Certi fi cate Programs 3 Credi t N/A 600.00 0.0%
Diploma in Mechatronics Semester 8,186.12 8,450.52 3.2%
Masters of Arts in Criminal Justice Program 25,000.00 25,000.00 0.0%
Specific Programs4
Appl ied Bus iness Technology 1 semester 6,695.28 6,829.20 2.0%
Archi tectura l Drafting Technician 3 semesters 4,386.34 4,474.12 2.0%
Automation & Robotics Technician 2 semesters 4,967.46 5,066.82 2.0%
Bachelor in Media Arts - Capstone Courses 4 credi t course 1,467.99 1,497.36 2.0%
Certi fied Denta l Ass is tant 3 semesters 5,576.40 5,688.00 2.0%
Cooperative Education Work Term - Domestic 1 semester 507.30 517.44 2.0%
Graphic and Digi ta l Des ign 4 semesters 12,154.05 12,397.05 2.0%
Health Care Ass is tant 1 semester 2,770.32 2,825.76 2.0%
Practica l Nurs ing 4 semesters 12,378.85 12,626.64 2.0%
Teacher Education Program 4 semesters 9,441.85 9,630.50 2.0%
Workplace TASK 2 semesters 2,024.80 2,065.20 2.0%
Notes :
Tuition Fees
1 For ABE, UFV wi l l continue to provide a $50/credi t bursary for the 2017-18 academic year.2 For ESL, UFV wi l l continue to provide a $25/credi t bursary for the 2017-18 academic year.3 International tui tion charged for Post-bacca laureate certi fi cate programs have changed from program fee to per credi t fee. These include the Post-bacca laureate certi fi cates in Data Analys is , Management, and Hospi ta l i ty and Event Management. 4 Only tui tion fees are reflected, other s tudent Anci l lary and Experientia l Learning and Wel lness Fees are not included.
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OTHER STUDENT FEES
Item Fee Unit 16-17 17-18 % ChangeAncillary Fees $ $
Domestic Students Tuition 10% 10% 0.0%
International Students1 Semester 410.00 420.00 2.4%
International Administration Fee2 Semester 700.00 720.00 2.9%
Student Experiential Learning and Wellness Fee Tuition 2% 2% 0.0%Application Fees
Developmental level applicant Application - - 0.0%Graduate level applicant Application 76.50 78.03 2.0%New applicant - Domestic Application 45.90 46.82 2.0%New applicant - International Application 150.00 150.00 0.0%New applicant - program change Application 20.40 20.81 2.0%Study Abroad Application Fee Application 100.00 100.00 0.0%
Other Student FeesAdditional parchment requests 25.00 25.00 0.0%Confirmation of enrolment requests (customized) 10.00 10.00 0.0%
External invigilation services3 50.00 50.00 0.0%Graduate Programming Continuance Fee Semester 419.66 428.06 2.0%Graduation Fee 25.00 25.00 0.0%International Refund Processing Fee 100.00 150.00 50.0%Late graduation Fee 75.00 75.00 0.0%Late registration fee Course 20.00 20.00 0.0%Lawyer's requests for student records (charged to law firm) 50.00 50.00 0.0%Out of country document evaluation - Domestic students 75.00 75.00 0.0%Out of country document evaluation - International students 250.00 250.00 0.0%Transcript request 10.00 10.00 0.0%
Faxing a transcript4 15.00 15.00 0.0%
Sending a transcript by Canadian courier4 25.00 25.00 0.0%
Sending a transcript by US courier4 30.00 30.00 0.0%
Sending a transcript by International courier4 35.00 35.00 0.0%Student Residence Fees
Application Fee 50.00 50.00 0.0%Damage Deposit (refundable) 300.00 300.00 0.0%Holiday Break 200.00 200.00 0.0%Residence Fee Month 642.24 667.93 4.0%Resident Programming Fee - Fall/Winter Semester 75.00 75.00 0.0%Resident Programming Fee - Summer Semester 50.00 50.00 0.0%
Notes:1 Includes student ancillary fee, experiential learning & wellness fee, and all student society fees.2 For the first 2 semesters (excluding summer) of study at UFV for incoming students.3For services over 3 hours, an additional $10/hour is assessed.4 This fee is in addition to the transcript request fee.
Table of Other Student Fees 2017-18
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Table of Student Society Fees 2017-181
Item Fee Unit 16-17 17-18 % ChangeStudent Union Society Fees $ $
Health and Dental - Domestic Annual 215.59 TBA 0.0%IT Support Service Semester 4.98 TBA 0.0%Student Union Building Semester 35.00 TBA 0.0%Student Union Society Membership Semester 30.00 TBA 0.0%Transportation (Campus Connector) Semester 27.23 TBA 0.0%Universal Bus Pass Semester 43.13 TBA 0.0%
Other Student Society FeesCascade Student Newspaper Semester 6.24 TBA 0.0%CIVL Student Radio Station Semester 7.85 TBA 0.0%
Note:1 Notice of proposed fee changes by student societies for 2017-18 has not been received at this time.
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APPENDIX F
2017-18 CARRY FORWARD ALLOCATIONS The following criteria will guide the year end carry forward allocation decisions:
1. The financial sustainability of the university is paramount.
a. Carry forward allocations to discretionary accounts will be determined by final revenue and
expense budget results. Institutional priorities need to be weighed with divisional priorities.
b. If spending patterns indicate a potential threat to the overall position of the university,
discretionary accounts may be frozen.
2. Divisions will keep vacancy savings realized in the current fiscal year.
3. Units will be required to submit a plan for one-time expenditures for the coming year. This will provide
accountability and is required for tracking the university’s annual financial position.
Determining annual carry forward balances:
• Academic divisions will carry forward 50% of base expense accounts net of enrolment target revenue
variances.
• Administrative divisions will carry forward 50% of base expense accounts.
Carry forward account balances are capped at a maximum of 3% of total budget for Faculty portfolios and 5% of
total budget for other Senior Administrator portfolios, with a minimum cap of $100K. Carry forward amounts that
exceed the allowable cap will fall into the university central reserve for allocation to university priorities. Senior
administrators may apply to the university central carry forward reserve for additional funding.
Rationale for a cap on divisional carry forward accounts:
• Gives administrators discretionary funds for projects and operational one-time expenditures within their
divisions.
• Encourages and provides funding for cross-disciplinary and cross-functional university projects and
priorities.
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APPENDIX G
INNOVATION FUND The Innovation Fund was created in 2014 in an effort to address the university’s financial challenges in a positive, forward-thinking way. Start-up funds are provided for transformative programs or ideas supported by well-reasoned business plans that have the potential to produce new revenue and/or reduce the university’s operating costs while positively affecting UFV’s future. For more information on the application process, evaluation criteria, timelines and templates, please visit https://www.ufv.ca/cfo/innovation-fund/
In 2014-15, $500K was allocated to the launch of this fund, with an additional $300K allocated in 2015-16. The following projects have received funding.
Item Project Concept 2014-15 2015-16 2016-171 Healthy You-FV - Faculty of
Health SciencesHealthy You-FV will work as a generator of health and wellness programming for community groups. The second-year funding is to purchase equipment, hire project leadership to coordinate increased fee-for-service activity, and to grow operation.
70,000$ 60,000$ $
2 Industry Services Interprise - Faculty of Applied and Technical Studies
An industry services enterprise will be developed to provide training to enterprises in need of skil led/semi-skil led workers.
81,000 124,000
3 Conferencing Centre - Ancil lary Services
A conferencing centre office will be created to centralize event and conferencing business on campus with the goal to generate additional revenue.
58,000
4 Centre of Aviation Studies - School of Business
Working with industry partners, a business case for a profit centre for research and innovation within the aerospace and aviation industries, will be developed. Second-year funding is to continue the feasibil ity study with an expanded focus.
45,000 35,000
5 UFV Summer Institute - Teacher Education
A 4-week course series providing an opportunity for teachers to work towards their category 5+ designation will be developed.
39,500
6 Campus Recreation - Athletics
A partnership will be developed for enhanced facil ities at the CEP campus for recreation and wellness for students and employees. Revenue generation through community access will be expanded.
45,000
7 Coast Capital Peer Resource and Leadership Centre (PRLC) - Student Life & Development
Create service capacity that will meet students where they exist; create a welcoming/non-threatening peer based service model. This includes peer to peer information and support, leadership development and mentorship.
50,000
8 Contract Training using E-Learning Platform - Geography/International
Social enterprise courses developed/delivered by Eminus Academy on e-learning platform Eliademy would be made available to non-UN students as a revenue generting initiative.
39,500
9 Entrepreneurship & Process Innovation /Incubation Centre (EPIIC) - School of Business
A business Innovation/Incubation centre would be launched within UFV to assist emerging businesses, and thus new entrepreneurs, in further developing, establishing, and eventually commercializing their business idea.
60,000
10 Centre for Creative Development - Graphic and Digital Design
The Mission digital lab facil ity will be expanded to enable the Graphic and Digital Design department to work in conjunction with Continuing Education to offer a range of educational programming.
81,000
11 UFV Learning Institute A project assessment to explore the potential for developing a revenue-generating model to provide learning certifications in areas such as faculty development and contract/executive training.
50,000
Total Funds Allocated 338,500$ 325,500$ 174,000$
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APPENDIX H
BENCHMARK INFORMATION The comparative Financial Information of Universities and Colleges (FIUC) in this appendix is based on an annual
publication that is jointly prepared by the Canadian Association of University Business Offices (CAUBO) and
Statistics Canada. It is the only national source for comparable financial information and is based on an annual
return completed and submitted by each member institution. British Columbia has eleven member institutions. 19
Members self-report financial information and guidelines are available to assist in the preparation of the
information.
The functional categories in the FIUC report are not perfectly matched to the way the University manages budgets,
accounts, and expenses, and UFV information is reclassified to fit the national report. Additionally, the FIUC data is
based on actual expenditures, whereas the comparative information in Table 3 is based on annual operating fund
budgets.
The comparative information in Table 3 in the 2017-18 Budget Recommendation is useful to see budget allocation
trends for UFV. The benchmark information included in the table below is useful to see how UFV expenditure
allocations compare to other universities in B.C. and Canada at a particular point in time.
19 Emily Carr University of Art & Design, Kwantlen Polytechnic University, Royal Road University, Simon Fraser University, The University of British Columbia, Thompson Rivers University, Trinity Western University, University of Northern British Columbia, University of the Fraser Valley, University of Victoria, Vancouver Island University.
Percentage of Resources Allocated to Functions (2014-15)
UFV Like Avg* BC Avg Canada AvgComputing and Communication 4.1% 4.9% 5.4% 3.9%Administration and General 11.6% 12.5% 14.6% 15.3%Student Services 10.0% 8.4% 10.7% 8.5%Physical Plant 7.3% 6.9% 8.0% 10.1%External Relations 2.8% 2.9% 3.2% 2.9%Library 3.0% 2.9% 3.6% 4.1%Instruction/Non-Sponsored Research 61.2% 61.5% 54.5% 55.3%
* Like universities in this analysis include Kwantlen Polytechnic University, Thompson RiversUniversity, Vancouver Island University and University of the Fraser Valley.
ABBOTSFORD33844 King Road
Abbotsford, BC V2S 7M8604-504-7441
CHILLIWACK45190 Caen Avenue
Chilliwack, BC V2R 0N3604-792-0025
MISSION33700 Prentis AvenueMission, BC V2V 7B1
604-557-7603
CHANDIGARHSector 32C Chandigarh,
U.T. India 160030+91 (0) 172-499-2400
HOPE1250 7th AvenueHope, BC V0X 1L4604-869-9991