CONSOLIDATEDBUDGET PLAN

2016-2017

List of Committee Presentations:

February 22, 2016 Dean’s Council

February 25, 2016 Senate Budget Committee

February 26, 2016 Labour and Management

February 29, 2016 Student Union Society

March 7, 2016 Budget Forums

March 9, 2016 Administrative Council

March 11, 2016 Senate

March 24, 2016 Finance & Audit Committee

April 7, 2016 Board of Governors

CONTACT

Mark Brosinski Manager, Budgets & Financial Planning 604-864-4636 mark.brosinski@ufv.ca

Betty Poettcker Director, Finance 604-864-4624 betty.poettcker@ufv.ca

Jackie Hogan Chief Financial Officer & Vice President Administration 604-864-4676 jackie.hogan@ufv.ca

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TABLE OF CONTENTS

TABLE OF CONTENTS ................................................................................................................1

EXECUTIVE SUMMARY ..............................................................................................................2

BUDGET at a GLANCE ................................................................................................................2

BACKGROUND AND PLANNING CONTEXT ..................................................................................3

UNIVERSITY BUDGET MODEL AND BUDGET PROCESS ................................................................5

2016-17 CONSOLIDATED BUDGET .............................................................................................6

BUDGET BY FUND PERSPECTIVE ................................................................................................8

2016-17 OPERATING BUDGET ...................................................................................................9

2016-17 ANCILLARY BUDGET ................................................................................................... 15

RESEARCH and SPECIAL PROJECT FUNDS ................................................................................. 15

CAPITAL FUND ........................................................................................................................ 16

BUDGETS BY PORTFOLIO ......................................................................................................... 17

SCHEDULES

1. 2016-17 CONSOLIDATED BUDGET DETAIL – BY FUND ................................................... 39

2. 2016-17 OPERATING EXPENSE BUDGETS BY PORTFOLIO .............................................. 40

APPENDICIES

A. 2016-17 BUDGET PRINCIPLES ...................................................................................... 41

Strategic Goals ..................................................................................................... 44

B. SUMMARY OF POSITION CHANGES ............................................................................. 46

C. SUMMARY OF POSITION VACANCIES .......................................................................... 47

D. SUMMARY OF CHANGES TO PROGRAM OFFERINGS .................................................... 48

E. STUDENT TUITION FEES .............................................................................................. 49

Other Student Fees ............................................................................................... 50

F. 2015 – 16 CARRY FORWARD ALLOCATIONS ................................................................. 52

G. INNOVATION FUND .................................................................................................... 53

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EXECUTIVE SUMMARY

Universities across the country are receiving consistent messaging from governments that they must be sustainable

and relevant. This is evident in revised mandate letters, reduced government funding, increased accountabilities and

greater influence on programming and labour market alignment. Universities are also facing persistent changes in

student expectations and technology advancements that impact the content and delivery of education and

operations. Balancing budgets and finding equilibrium in this environment, while at the same time protecting

university autonomy and academic freedom, is no simple task.

The Consolidated Budget Plan is guided by and aligned with the strategic plans of the university; the Strategic

Directions, the Education plan, the Strategic Enrolment Management plan and other supporting planning documents

are reflected in the resource allocation recommendations throughout each division. UFV acknowledges and

appreciates the cooperation of faculty and staff in wrestling with the challenging realities to develop a consolidated

balanced budget. In spite of a challenging financial climate, this budget reflects a commitment to protecting and

enhancing the high quality of the educational experience, maintaining a comprehensive program mix and to UFV’s

main priority – our students’ success.

BUDGET at a GLANCE

Overall Budget:

UFV’s 2016-17 Consolidated Budget represents the full comprehensive picture of the university’s financial resources.

The Consolidated Plan is balanced across all funds with revenues and expenditures of $121.1M, an increase of $3.6M

or 3% over 2015-16.

Revenues:

With government operating grants remaining static at prior year levels, student tuition and fees are the main source

of new revenues ($2.4M). The Ancillary fund has budgeted an increase of $430K with increased revenues related to

advertising, leases and conference services. The capital fund is budgeted to recognize an additional $640K in revenue,

the majority of this from deferred contributions for capital assets.

Expenses:

Contractual obligations related to salaries and benefits total approximately $870K. Investments and re-allocations to

support strategic priorities and the delivery of the 2016-17 enrolment plans total $575K. Increases to operating costs

attributed to non-salary contractual obligations, costs in delivering the ancillary plan and additional capital costs

offsetting the deferred contributions for capital assets total $2M.

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The strategic investments in this budget are student-focused and align with the university’s goals to deliver on the

priorities of the education plan and to emphasize and support student retention, wellness and success. Intentional

reallocations to digital and technology focused programming align with the directions stated in the Strategic

Enrolment Management plan.

BACKGROUND AND PLANNING CONTEXT

The 2016–17 Budget is the mechanism by which resources are allocated to achieve the strategic directions and plans

of the university, as well as meet Ministry expectations and priorities.

The University of the Fraser Valley is a publicly funded institution under the Ministry of Advanced Education. As part

of the Government Reporting Entity (GRE), the university is required to develop both a consolidated and an operating

budget. The consolidated budget, which includes the operating, ancillary, special purpose and capital funds, cannot

be approved in a deficit position.

UFV receives approximately 45% of its consolidated budget revenue from provincial grants. As such, the provincial

government is a key stakeholder, setting expectations and priorities for post-secondary institutions. A number of

government documents highlight these directions. 1 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.

Operating grants to public post-secondary institutions are being re-engineered so by 2017-18, $270M of existing

funding (25%) will be targeted to support programs aligned with provincial in-demand jobs, regional industry and

community needs, and programs for Aboriginal persons and persons with disabilities. For fiscal 2016-17, UFV has

$9.4M (18%) of funding aligned as target FTE under the Skills Gap initiative. UFV’s comprehensive program mix along

with the commitment expressed by our Institutional Learning Outcomes,2 have positioned us well to address both the

gap in essential skills and the more specific needs of particular occupations and professions.

The 2016-17 Budget reflects UFV’s continuing efforts to realize its vision of Changing Lives, Building Community. UFV

is guided by its strategic directions which are to provide the best undergraduate education in Canada and to be a

leader of the social, cultural, economic and environmentally-responsible development of the Fraser Valley. UFV will

measure its success by the achievements of its graduates and the successful development of the communities they

serve. In achieving its goals, UFV has committed to being innovative, entrepreneurial and accountable.

1 Ministry of Advanced Education 2015/16 - 2017/18 Service Plan

(http://bcbudget.gov.bc.ca/2015/sp/pdf/ministry/aved.pdf)

BC Jobs Plan

(http://engage.gov.bc.ca/bcjobsplan/files/2014/09/BC-Jobs-Plan.pdf)

Premier’s Letter of Expectations to the Minister of Advanced Education

(http://www2.gov.bc.ca/assets/gov/government/ministries-organizations/premier-cabinet-mlas/minister-

letter/andrew_wilkinson_mandate_letter.pdf)

UFV - Government Letter of Expectations (http://www.aved.gov.bc.ca/budget/15_16/ufv.pdf

2 Institutional Learning Outcomes (https://www.ufv.ca/ilos/)

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UFV’s Strategic Enrolment Management Plan is a deliberate effort to maximize student success by focusing on student

recruitment, retention, 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’s Education Plan 2016–2020 is in process and is being developed through UFV 2025: A Vision of our Future. The

dramatic change happening in both higher education and society in general is prompting universities to respond

proactively by engaging in longer-term visioning exercises focused not on the minutia of courses and programs, but on

the very nature and organization of universities. To this end, the Provost and VP Academic struck a visioning

committee to lead the institution in a collaborative exercise of imagining and articulating a broad vision of the future

of universities, the future of learning, and, within this broader vision, the future of teaching- and regionally-focused

institutions – more specifically, the future of the University of the Fraser Valley. In response to and inspired by that

vision for UFV 2025, we have collectively identified the five goals of the Education Plan, 2016-20:

1. Prioritize learning everywhere

2. Commit to flexibility and responsiveness

3. Collaborate across boundaries

4. Develop local and global citizenship

5. Integrate experiential learning

Education Plan 2016 – 2020 is expected to be approved by the Board of Governors in May 2016.

The budget plan is developed in consideration of and directed by UFV’s planning documents and in conjunction with

Ministry expectations. Budgetary decisions are weighted against approved principles (Appendix A) that reflect the

university’s values while recognizing Ministry expectations and the limitations of its external environment.

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UNIVERSITY BUDGET MODEL AND BUDGET PROCESS

Budget Process

The annual budget development is a consultative process. Budget principles (Appendix A) that consider externally

imposed parameters, as well as values important to UFV, are developed in the spring, recommended by the Senate

Budget Committee and approved by the Board of Governors in June.

In the summer, the Budget office begins its work by forecasting revenues and contractual expense obligations.

Forecasted revenues are guided by enrolment plans submitted by the Faculties, anticipated fee rate changes and

information from the Ministry related to grant funding. Employee movement through the salary scales, benefit cost

increases, and inflationary increases to maintenance contracts drive forecasted expense changes.

In the fall, budget forums are held with the university community to discuss budget challenges for the upcoming year.

The Senior Budget Committee consisting of the Provost and VP Academic, CFO and VP Administration, and VP

Students and Enrolment Management recommends grant adjustments to specific portfolios to reflect university

priorities, and preliminary budgets are distributed in early October providing the amount of funding available to each

senior administrator’s budget centre. Allocations within the budget centres are the responsibility of the administrator

of the centre.

The Budget office consolidates the budgets submitted by the administrators for presentation to the Senior Budget

Committee. Budget Centre administrators meet with the Senior Budget Committee at the end of November and this

creates an opportunity for questions, feedback and conversations related to portfolio priorities, opportunities and

challenges.

The Senior Budget Committee presents the 2016-17 Budget Recommendation to the President, the Senate Budget

Committee, the Faculty and Staff Association, the Student Union Society members, 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 at http://www.ufv.ca/budgets/ufv-budget-model-review/.

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2016-17 CONSOLIDATED BUDGET

With a balanced budget mandate, consolidated revenues and expenditures for 2016-17 are budgeted to increase by

approximately $3.6M (3%) for a total consolidated budget of $121M. A detailed presentation of the 2016-17

consolidated budget is attached as Schedule 1.

Revenues

Province of BC grants were held to 2015-16 levels, but continue to decline as a percentage of budget (Chart 1),

representing 45% of this year’s consolidated budget. Tuition and student fees make up an increasing portion of the

budget and at 40% are the second largest source of revenue for UFV. Other revenues combined represent 15% of

total revenues.

Chart 1: Comparison of Sources of Consolidated Revenue 2012-13 to 2016-17

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Expenditures

As a percentage of total expenditures, all categories of spending have remained consistent with the prior year (Chart

2). Salaries and benefits make up the largest portion of consolidated expenditures at 71%. Amortization expense is a

significant expense at 8% of remaining budget. Chart 2: Distribution of 2016-17 Consolidated Expenditures

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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.

Operating Fund: includes academic program delivery, student support and administration of the university. Main

revenue sources for this fund are the provincial operating grant and student tuition fees, including international and

Continuing Education student fees.

Ancillary Fund: includes student residence, parking services, bookstore and food services. The revenues from these

activities cover all related expenses, including debt service payments, and make a net contribution to UFV operations.

Research, Specific Purpose funds: includes revenues and expenses related to research projects, non-research service

contracts and activities, and donations.

Capital Fund: funds allocated for major and minor projects are managed in this fund. The university is expected to

contribute a minimum of 10% to each major or minor maintenance and renovation (MMR) project funded from AVED

with approvals for projects for 2016-17 expected to be confirmed in April 2016.

The base operations of the university rely on a contribution from International, Continuing Education and Ancillary

Services for a balanced budget. Capital allocations, including a 10% contribution from international revenues, cover

debt repayment costs, contributions to capital equipment and projects, and mitigate unfunded amortization in the

Capital Fund. A high level summary of the consolidated budget is included in Table 1. A more detailed budget is

included as Schedule 1.

Table 1: 2016-17 UFV Summary Consolidated Budget ($ Thousands)

Base

Operating

Continuing

Education &

Contracts International1

Total

Operating

Budget

Ancillary

Services

Research &

Special

Purpose Capital

Consolidated

Budget

Revenue Budget 85,545$ 2,561$ 15,092$ 103,198$ 7,182$ 3,487$ 7,178$ 121,045$

Expense Budget 95,405 1,995 4,126 101,526 5,470 3,487 10,563 121,045

(9,859) 566 10,966 1,672 1,713 - (3,385) -

Interfund Transfers

Capital Allocations (1,289) (20) (1,314) (2,623) (762) - 3,385 -

Ancillary Contribution 951 - - 951 (951) - - -

Fund Balance (10,198)$ 546$ 9,652$ -$ -$ -$ -$ -$

Notes:

1 The cost of educating international students is included in base operations expenditures. The $9M in international is not "profit" in international operations, but a

contribution to operations to cover the cost of educating international students.

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2016-17 OPERATING BUDGET

The Operating Fund budget includes the activity related to academic program delivery, student support and

administration of the university. Main revenues sources are government operating grants and student tuition and

fees. The net change to the 2016-17 Operating Budget is approximately $2.5M, a 2.5 % increase over last year’s

budget (Table 2). The 2016-17 Operating Budget does not include any provision for changes that come out of the

Collective Agreement bargaining in progress as outcomes are not known at this time. The impact of bargaining is

expected to have a net zero impact on the budget.

Table 2: Comparative Operating Budget ($ thousands)

Note 1: Government operating grants

Revenues in this category include provincial operating grant funding at prior year levels and Industry Training

Authority (ITA) grant funding for trades programming linked directly to the UFV’s ITA training plan.

Government expectations and domestic student enrolments

The Ministry of Advanced Education (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 2016-17 is 6,670 FTE spaces; the budget supports the achievement of this

target (Table 3).

2015-16

Budget

2016-17

Budget % Change Notes

Revenues:

Government Operating Grants 52,977$ 53,001$ 0.0% 1

Student Tuition & Fees 45,802 48,301 5.5% 2

Other Revenue 1,319 1,346 2.1%

Investment Income 550 550 0.0%

Total Revenues 100,648 103,198 2.5%

Expenditures:

Salaries & Benefits 81,670 83,174 1.8% 3

Non-Salary Expenses 17,502 18,352 4.9% 4

Total Expenditures 99,172 101,526 2.4%

Net Operating Budget Position 1,475$ 1,672$ 13.4%

Interfund Transfers:

Capital Allocation (2,523) (2,623) 4.0% 5

Ancillary Contribution 1,047 951 -9.2%

Net Budget Position -$ -$

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By 2017-18, 25% of AVED funding will support programs aligned with provincial in-demand jobs, regional industry and

community needs, as well as programs for Aboriginal persons and persons with disabilities under the Skills Gap

initiative. UFV has $9.4M (18%) of funding aligned as target FTE under this initiative in fiscal 2016-17.

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 by the ITA for the

particular year. The ITA makes additional one-time funding available, but student restrictions and administrative

overhead related to this funding make it challenging from both a risk and cost perspective. Additionally, offering

additional one-time seats encroaches on demand necessary to fill on-going programming seats.

Government funding for new student space is not expected from the Province or the ITA. New student FTEs in this

budget are fully funded by tuition or funded through a reallocation of existing funding.

Table 3: Historical FTE trends to Target

Note 2: Student tuition and fees

Domestic student fees are increased by 2%, the maximum amount allowable under the Tuition Limit Policy of the BC

Provincial Government.3

International student fees increased by 3.2% to a flat rate of $8,050 per semester. This increase was approved by the

Board of Governors at the December 3, 2015 meeting. An international administration fee of $700 for each of the fall

and winter terms for first time international students at UFV was also approved.

3 http://www.aved.gov.bc.ca/tuition/welcome.htm

13-14

Actual

14-15

Actual

15-16

Forecast

15-16

Budget

16-17

Budget

AVED 6,755 6,534 6,205 6,391 6,151

Skil ls Gap - 141 470 470 662

ITA1 463 491 487 482 424

International 754 886 952 898 955

FTE Total 7,972 8,052 8,114 8,241 8,192

AVED Target 6,688 6,537 6,208 6,208 6,008

AVED Utilization 101.0% 100.0% 100.0% 102.9% 102.4%

Skills Gap Target 141 470 470 662

Skil ls Gap Utilization 100% 100% 100% 100%

International Chandigarh2 101 129 216 205 300

Notes:

2. International Chandigarh recognizes the students enrolled in the UFV programs in Chandigarh, India

1. ITA targets are not based on FTE. ITA base funding is not expected to change for 2016-17.

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Continuing Education is proposing a conservative increase to fees for 2016-17 with continuing effort focused on

finding suitable programming for UFV Five Corners Campus.

A new Student Experiential Learning and Wellness fee for domestic and international students of $2.79 per credit (2%)

is introduced in this budget and generates $540K in revenue. New and expanded services funded through this fee

include the development and support of experiential and co-curricular learning opportunities, health and well-being

services and programming, and expanded peer mentoring and peer tutoring opportunities.

Managing Enrolments

Student tuition and fees are the second largest source of revenue for the university and strategically managing

enrolments in a climate of profound disruption in higher eduation, increased competition for international students

and a shrinking Canadian student demographic is increasingly important. The Scheduling and Registration Task Force,

an initaitve of Stratetic Enrolment Management (SEM), has begun to address issues related to registration and timely

completion. The SEM oversight committee is active in retention and recruitment goals.

Domestic students make up approximately 87.5% of enrolments and international students make up the remaining

12.5%. Over the last four years domestic student enrolments have been on a slow decline, whereas international

student enrolments have been growing (Chart 3).

Chart 3: Enrolment Trends 2012-13 to 2015-16**

**Note: Enrolments related to one-time funding (contracts, critical seats funding, study-tours, special topics) are not included as funding and related expenditures for delivering these FTEs are recognized in the Special Project Fund and not in ongoing Base operations.

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Although base funded domestic student enrolments have been trending downward, enrolments are shifting across

faculties with some faculties shrinking and others growing. Universities across Canada are seeing declining student

numbers in liberal arts programs and increasing enrolments in applied professional programs enrolments. Enrolments

at UFV are consistent with this national trend.

UFV saw significant growth and a record number of international students in 2015-16 and is expecting growth in

international enrolments again for 2016-17. This increase is based on new significant partnership agreements with

foreign universities, added resources in Chandigarh to expand recruitment in India, successful operations on our

Chandigarh campus resulting in more students transferring to UFV Canada, and increased programming targeted to

international students. Current exchange rates also make Canada an attractive country to study in.

Details on enrolments and budgets by Faculty can be found in the Budgets by Portfolio section of this document.

Note 3: Salary and benefits

Over half the increase in salary and benefits are a result of salary increment costs, expected rise in benefit rates and

costs associated with increased number of limited term faculty appointments as outlined in the Collective Agreement.

The remaining increase reflects costs associated with the delivery of planned courses for 2016-17, restructuring of

positions and adding new positions to support university strategic plans. Appendix B provides a summary of position

changes in this budget.

Note 4: Non-salary expenses

Non-salary expenses were increased to cover obligations resulting from software and electronic licenses, utilities,

facilities maintenance and campus security. It also reflects the effect of the declining Canadian exchange rate.

Budgets for international student recruitment costs have been adjusted to better reflect the increased costs of this

activity.

Note 5: Inter-fund transfers

Inter-fund transfers include a $1.3M contribution to capital from international student revenues, a $500K contribution

from student ancillary revenue fees to the Legacy Building Fund, and the remaining amount from base operating

revenues. Capital transfers are used to offset unfunded amortization expense (see Capital Fund) and to fund

computers and program equipment, campus renovations, ITS infrastructure, software applications, classroom

improvements and the university’s mandatory contribution to provincially approved capital projects, The CFO and VP

Administration recommends the allocation of funding pending confirmation of government contributions for routine

capital and maintenance, in consultation with the Chairs of Campus Planning and the IT Steering Committee, the Chief

Information Officer, the Director of Facilities and the Director of Finance.

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2016-17 Operating Fund Investments in Strategic Priorities

UFV is committed to delivering on the goal to offer the best undergraduate education in Canada and to be leaders of

social, cultural, economic and environmentally responsible development of the Fraser Valley. The best undergraduate

education in Canada will be defined from the perspective students and UFV’s Strategic Enrolment Management Plan

is a deliberate effort to maximize student success by focusing on student recruitment, retention, graduation, along

with work-integrated, experiential and co-curricular learning. Themed growth areas were identified as Health and

Wellness, Agriculture and the Environmentally Responsible Development of the Fraser Valley, and Digital Media

Technologies. The goals of the new Education Plan 2016–20 are also distinctly student-centered: prioritize learning

everywhere, commit to flexibility and responsiveness, collaborate across boundaries, develop local and global

citizenship and integrate experiential learning.

With no new provincial funding, the university used strategies of reallocating resources from discontinued

programming and vacancies, additional student tuition and fees, international student growth funding, and partnering

with other BC public post-secondary institutions to find cost savings, enhance revenues and administrative efficiencies

through the Administrative Services Delivery Transformation (ASDT) initiative to enable investment in priorities.

The success of students has always been a core value of UFV and is at the heart of strategic investments in this

budget.

Investing in Student Success: through work integrated, experiential and co-curricular learning. With both the

Strategic Enrolment Management Plan and the 2016-2020 Education Plan identifying and emphasizing experiential

learning as key to our students’ success, this budget adds resources to develop and realize this goal. Investments

have been made to the following initiatives:

Career Centre - to expand and promote work experience opportunities through partnering with industry and

engaging UFV alumni for career networking (1 FTE)

Experiential learning through field placements, field trips and out-of-classroom activities will be enhanced

(.5 FTE)

Support for the co-curricular program (0.6 FTE)

Peer Resource Leadership Centre and peer mentoring opportunities, allowing students to gain valuable

experience for their co-curricular records while achieving their academic goals (1 FTE)

Expansion of peer tutoring opportunities

Portfolio Development Coordination - giving students the experience of this career enhancing skill and

allowing them to graduate with a portfolio to begin their job search or apply for further educational

opportunities (1 FTE)

Student Educational Enhancement Fund (SEEF) - a fund available to showcase student year end graduation

portfolios, and assist students with expenses related to presenting at conferences.

Investing in Student Engagement: Campus recreation, health and wellness – The university will invest in student

engagement by adding a position to coordinate the delivery of campus recreation and wellness, including promoting

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healthy living, nutrition and healthy lifestyle choices, as well as expand recreational programming at Canada

Education Park.

Investing in Student Success – academic success – As reflected 2016-2020 Education Plan and the Strategic Enrolment

Plan, student learning is changing. Collaborative, flexible, experiential learning across program and space boundaries

is the direction identified in these plans. The 2016-17 Operating Budget adds resources for:

Faculty development: faculty development position as a resource to support faculty in learning technologies

and emerging modes of teaching

Completion advising: to ensure students have the courses they need to complete their program and

graduate on their preferred timeline.

Program Investments: With no new provincial growth funding, funding from the discontinued Fashion Design

program is being redirected to expand the Graphic Design program. Additional resources have been identified to

develop and update the Computer Information Systems program and labs.

Investing in Information Technology (IT): Based on a review of IT Governance as it relates to IT portfolios, risks,

projects, services and information, the position of Chief Information Officer was hired in late 2015-16. To reduce risk

associated with critical IT functions, a new IT support position (1 FTE) has been added in this budget.

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2016-17 ANCILLARY BUDGET

Table 4: Comparative Ancillary Services Budget ($ thousands)

Ancillary operation activity generates $7.2M in revenue, approximately 6% of total consolidated revenues. After

direct expenses, including servicing the debt on the Student Residence and a contribution to maintain the Chilliwack

North campus, ancillary services contributes approximately $950K to balance the Operating Fund. Details of the

budget are available in Schedule 1.

RESEARCH and SPECIAL PROJECT 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, the

Social Sciences and Humanities Research Council, and projects funded by community and industry partners. One-time

funding to offer skills related programming has become more prevalent in recent years and is included in this

category.

One-time projects and initiatives funded by the university from prior year carry forward surpluses are not included in

this category. See Appendix G & H for further details on carry forward allocations and university funded initiatives.

2015-16

Ancillary

Services

2016-17

Ancillary

Services % Change

Revenues:

Other Revenue 184$ 367$ 99.7%

Sales of Goods & Services 6,274 6,495 3.5%

Rental & Lease Revenue 306 321 4.8%

6,764 7,182 6.2%

Expenditures:

Salaries & Benefits 1,196 1,218 1.9%

Cost of Goods Sold 2,747 3,114 13.4%

Other Operating Costs 441 567 28.5%

Debt Service Costs 614 570 -7.1%

4,998 5,470 9.4%

Capital Allocations 718 762 6.1%

Contribution to Operating 1,047$ 951$ -9.2%

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CAPITAL FUND

The consolidated budget includes revenues and expenditures related to the acquisition or construction of capital

assets such as land, buildings, major equipment or ITS infrastructure, and significant software application systems.

For assets funded by external sources, deferred revenue is recorded to offset the amortization expense each year

with a net impact of $0 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). At March 31, 2015, the university had approximately $32.5M invested in depreciable capital assets.

On an annual basis, the university receives Ministry funding for routine building maintenance and for major capital

projects (> $250K) and renovations. The university is expected to contribute a minimum of 10% of funding to major

capital projects and renovations.

The Student Union Building at the Abbotsford Campus was substantially complete April 2015 and the building was

fully in use for the 2015 fall term. The university made a $5M contribution to this project with the Student Union

Society contributing the remaining $10M as a prepaid lease. Lease payments, recognized over the life of the lease,

are available to fund the annual amortization of this building.

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BUDGETS BY PORTFOLIO

OFFICE OF THE PRESIDENT

Dr. Mark Evered

Dr. Evered was appointed President and Vice-Chancellor of the University of the Fraser

Valley in 2009. He reports to the Board of Governors and chairs 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, Enrolment Management Plan, Consolidated Budget Plan, Capital Plan

and Accountability Report.

Dr. Evered’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.

Dr. Evered also serves the postsecondary sector as Chair of the British Columbia Association of Institutes and

Universities, and as a member of the Governance Committee of Universities Canada.

*In 2016-17, Faculty-at-Large, with a budget of $263K was moved from the President's portfolio to Central University Costs.

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UNIVERSITY SECRETARIAT

Al Wiseman

The roles and responsibilities of the University Secretariat are to:

Support the Board of Governors, the Senate, and their standing and ad hoc

committees

Facilitate policy development, maintenance and education

Administer elections for the governing bodies as required by the University Act.

Provide leadership for the office of Academic Integrity and Appeals, Freedom of

Information and Protection of Privacy and Records Management.

*In 2016-17, Office of the Registrar with a budget of $2,311K was moved from the University Secretariat portfolio to VP Students & Enrolment Management portfolio.

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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.

*In 2014-15, Information Technology Services with a budget of $4M was moved from the Provost & VP Academic portfolio to the CFO and VP Administration portfolio. In 2015-16, changes to the organization of Advising Services and the creation of the Academic Success Centre resulted in a shift of $1M to the Provost and VP Academic portfolio from other portfolios.

20 | P a g e

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.

*In 2014-15, Information Technology Services with a budget of $4M was moved from the Provost and VP Academic portfolio to the CFO and VP Administration portfolio.

21 | P a g e

VICE-PRESIDENT, STUDENTS AND ENROLMENT MANAGEMENT

Jody Gordon

The whole student experience is important to the VP, Students and Enrolment

Management. The portfolio supports the student population by focusing on student

life, student engagement, student development and student support.

The portfolio includes the following divisions: Student Life, Financial Aid, Residences,

Career Centre, Athletics, Campus Recreation, Counselling, Disability Resource Centre,

Exploratory and Qualifying Studies Advising, and Office of the Registrar.

*The transformation of the Writing Centre to the Academic Success Centre housed under the Provost and VP Academic portfolio resulted in the shift of $450K to the Provost and College of Arts portfolios in 2015-16. In 2016-17, the Office of the Registrar with a budget of $2,311K was moved from the University Secretariat's portfolio to the portfolio for the VP Students and Enrolment Management.

22 | P a g e

UNIVERSITY RELATIONS

Leslie Courchesne, Executive Director

The University Relations department 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 engagement,

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.

23 | P a g e

CENTRAL UNIVERSITY COSTS

This portfolio is comprised of central university costs that are attributable to the university

at large. This includes institutional leases, legal, audit and professional fees, contingencies

and benefits related to faculty and staff. Benefits include professional development,

sabbatical and educational leave funds, maternity and short-term disability leaves,

development and training, and health spending accounts.

*In 2016-17, Faculty-at-Large with a budget of $263K was moved from the President's portfolio to Central University Costs.

24 | P a g e

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, 14 academic departments, and 3,000

students, the College of Arts is the largest unit at the University of the Fraser Valley.

The College offers a broad choice of liberal arts courses and programs designed to prepare

students for their journey into and beyond the university. The College offers skills in

creative problem-solving, clear and critical reasoning, effective interpersonal

communication, social research, analysis of human and physical environments, historical

consciousness, cultural awareness and interpretation.

25 | P a g e

*Enrolment is based on actual enrolment for 2012-13 to 2014-15, forecasted enrolment for 2015-16 and planned enrolment for 2016-17.

26 | P a g e

FACULTY OF ACCESS AND CONTINUING EDUCATION

Dr. Sue Brigden

The Faculty of Access and Continuing Education (FACE) is home for the Applied Business

Technology (ABT), Continuing Education (CE), English as a Second Language (ESL), and

Upgrading and University Preparation (UUP) departments; the Indigenous Student Centre

(ISC); 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 UFV 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.

27 | P a g e

*Enrolment is based on actual enrolment for 2012-13 to 2014-15, forecasted enrolment for 2015-16 and planned enrolment for 2016-17. **The elimination of funding for domestic ESL programming and the introduction of tuition for high school upgrading courses has resulted in declining domestic enrolments in FACE.

28 | P a g e

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.

29 | P a g e

*Enrolment is based on actual enrolment for 2012-13 to 2014-15, forecasted enrolment for 2015-16 and planned enrolment for 2016-17. Funding, expenses and related FTEs for one-time critical seats are excluded from the budget presented. The Faculty of Applied and Technical Studies enrolls students on a continuous basis, rather than by academic terms.

30 | P a g e

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.

31 | P a g e

*Enrolment is based on actual enrolment for 2012-13 to 2014-15, forecasted enrolment for 2015-16 and planned enrolment for 2016-17.

32 | P a g e

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.

*In 2015-16, Computer Information Systems with a budget of $1,438K was moved from Science to Professional Studies.

33 | P a g e

*Enrolment is based on actual enrolment for 2012-13 to 2014-15, forecasted enrolment for 2015-16 and planned enrolment for 2016-17.

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.

*In 2015-16, Computer Information Systems with a budget of $1,438K and enrolments of 3,046 was moved from Science to Professional Studies. 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.

35 | P a g e

*Enrolment is based on actual enrolment for 2012-13 to 2014-15, forecasted enrolment for 2015-16 and planned enrolment for 2016-17. **See notes with Budgeted Operating Expenses chart above

36 | P a g e

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, giving oversight to ancillary

services and all major capital projects and property development. The goal is to create the best

undergrad experiences on campus, 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 our department 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 Food Services, Catering, Campus Stores, Print Services, Campus Card and Parking.

*In 2016-17, the portfolio of the Executive Director, Campus Planning, with a budget of $273K was absorbed into Ancillary Services and was expanded to include space rental ($126k in budgeted revenue).

37 | P a g e

CONTINUING EDUCATION

UFV Continuing Education (CE) serves as the leading adult education resource in the

Fraser Valley to meet the region’s need for job training, upgrading, retraining, and

social and cultural growth.

CE is committed to providing a comprehensive range of high-quality education,

relevant training, innovative and accessible learning experiences in order to enhance

the occupational, personal, social, and cultural development of the communities it

serves. The efforts of community organizations that bring people together in the

spirit of lifelong learning are commended and supported.

Located in Stó:Lō traditional territory, UFV CE offers programming throughout the

UFV region. Courses are offered in Abbotsford at Clearbrook Centre or the main King Road campus, in Chilliwack at

the Canada Education Park or the new Five Corners Campus, and in Hope.

38 | P a g e

UFV INTERNATIONAL

David McGuire, Executive Director

Many facets of UFV International’s operations are referenced in UFV’s Strategic Directions

and the Education Plan. In the case of our Strategic Directions, the unit plays a key role in

fostering the development of skills required for responsible citizenship. As a microcosm

of the entire institution, UFV International embraces diversity, supports cross-cultural

exchange, and promotes the respectful debate of ideas and views. In addition, UFV

International strives to bring the world to the Fraser Valley and the Fraser Valley to the

world. Specifically, this involves the following:

Marketing UFV programs to international audiences

Recruitment activities geared toward meeting the goals in the Strategic Enrolment

Management Plan

Services related to the success and retention of international students

Global engagement initiatives aimed at equipping UFV graduates with the competencies needed in a globalized

world

Offering a dedicated space and resources in the form of an International Centre for students

Supporting internationalization efforts at the faculty and staff level

Support for faculty interested in establishing study tours or international internships

39 | P a g e

SCHEDULE 1 2016-17 CONSOLIDATED BUDGET DETAIL – BY FUND

Bas

e

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tin

g

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40 | P a g e

SCHEDULE 2

2016-17 OPERATING EXPENSE BUDGETS BY PORTFOLIO

Sal

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&

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se

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ange

(po

st

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-org

)

41 | P a g e

APPENDIX A

2016-17 BUDGET PRINCIPLES

2016-17 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 2016-17 budget planning are as follows:

Financial Planning Environment:

UFV will develop a balanced consolidated budget.

Taxation, legislative and regulatory requirements must be adhered to.

UFV activities will aim to align with government expectations and priorities including FTE targets, Government

Letter of Expectations, Ministry of Advanced Education Service Plan 2015/16 – 2017/18, and the University Act.

Domestic student tuition and mandatory fees will be limited by the Ministry’s Tuition Limit Policy

http://www.aved.gov.bc.ca/tuition/ - assume maximum fee increase of 2% for 2016/17. UFV will explore

opportunities for tuition and student fee increases if there are changes to the Ministry’s Tuition Limit Policy.

The public post-secondary sector received a funding reduction of $5 million in 2013/14, $20 million in 2014/15

and a further reduction of $25 million in 2015/16 as committed in Provincial Budget 2014

http://www.bcbudget.gov.bc.ca/2014/bfp/2014_Budget_Fiscal_Plan.pdf. No further general grant reductions

are assumed for 2016/17.

Block grant funding is not expected to be increased for general full-time equivalent (FTE) growth or student

demand pressures; grant funding is not expected to be adjusted for inflationary costs.

Under the “BC’s Skills for Jobs Blueprint” document, 25% of AVED block grant funding will be targeted to FTE in

programs related to high demand occupations by fiscal 2017/18. By fiscal 2016/17, approximately $9.5 million

(18%) will be designated for targeted FTE.

Industry Training Authority (ITA) funding for trades programming is not expected to be adjusted for inflationary

costs or program expansion. Results of a review of funding bands by program area are expected to be concluded

for the 2016/17 program cycle.

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The tuition compensation grant for ABE and ESL programming was removed for the 2015/16 fiscal year; however

developmental FTE targets remained unchanged for fiscal 2015/16. Tuition fees were reinstated for ABE and ESL

in 2015/16. The Ministry will be reviewing FTE targets for these programs with potential adjustment for fiscal

2016/17.

The Chilliwack North Campus is for sale, pending government approvals; maintaining and supporting activities at

this campus will result in additional operating costs; costs will be minimized where possible through site-specific

revenue generating opportunities.

The Ministry has implemented a capital cost sharing policy; the university will be required to contribute a portion

of the costs of approved major renovations, upgrading and capital projects.

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Budget Principles:

1. Budget allocations will be aligned with university goals as identified in the Strategic Plan, the Education Plan

and the Strategic Enrolment Management Plan (Appendix 1). UFV 2025, the education plan visioning

exercise, will influence the Education Plan for 2016/2020.

2. The budget will be guided by a consultative process.

3. The budget will be developed on the shared-revenue model that links academic and institutional support

services. Faculty budgets will be aligned with enrolment plans and educational priorities; support services

tied to the overall revenues of the university.

4. The budget will be developed based on an aggregate enrolment plan as submitted by the Faculties, which is

guided by educational priorities and university plans.

5. ITA funded programs will be offered consistent with the approved ITA training plan.

6. Increasing revenues from alternative sources will be a priority. Entrepreneurial activities will be encouraged

where a positive return is projected within an acceptable risk-tolerance level.

7. Budget investments will be directed to support highest priority goals.

8. Maintaining contractual obligation costs at below revenue growth will be a priority; funding for contractual

obligations will be a shared responsibility.

9. Efficiency and effectiveness of programs or service activities will influence budget decisions. Opportunities

that increase efficiency while maintaining quality will be given priority.

10. Administrative service efficiencies and shared services between institutions will be considered where

consistent with UFV goals and where savings can be realized

http://www.aved.gov.bc.ca/administrative_service_delivery/welcome.htm.

11. Budget planning will be mindful and respectful of the impact on individuals; a strategic perspective will be

taken when considering position eliminations. Vacancies will not be filled automatically allowing for limited

resources to be allocated according to institutional priorities.

12. The budget will be developed 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.

13. 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 1

Strategic Goals

Changing Lives, Building Community

The University of the Fraser Valley will:

provide the best undergraduate education in Canada;

be a leader of social, cultural, economic, and environmentally-responsible development in the Fraser

Valley; and

be innovative, entrepreneurial, and accountable in achieving our goals

Strategic Priorities in the Education Plan

1. Student Recruitment, Retention, and Success

2. Enrolment Management

3. Indigenization

4. Internationalization

5. Environmental Sustainability

6. Indo-Canadian and South Asian Studies

7. Peace Studies

8. The Integration of Research and Teaching

9. Strengthening the Culture of Teaching and Learning

10. Community Partnerships, Forums, Events, and Conferences

11. Interdisciplinary and Cross-Departmental/Faculty Cooperation

12. Recruitment and Retention of Faculty

13. Creative Resourcing

14. Agriculture

Strategic Enrolment Management (SEM) Goals

1. Given current circumstances it is projected that domestic FTEs will remain constant over the period

covered by this SEM Plan (2014-19).

2. To prepare students to qualify for and be successful in its post-secondary programs, UFV will create the

Qualifying Studies Program with:

i. admission requirements;

ii. continuance requirements; and

iii. a fixed length of study.

3. Graduate student enrolments will be maintained at such levels as to generate net revenue; and

Graduate programs will enrich undergraduate programming.

4. By 2019 UFV will increase the enrolment share of Aboriginal students (both self-identified and those

identified by the Ministry) to the proportion of the Aboriginal population within our region; and by 2019

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UFV will increase the graduation share of Aboriginal students to the proportion of Aboriginal students at

UFV.

5. By 2019 International Student Headcount should increase by 38%.

6. By 2019, UFV will increase the total number of incoming transfer students to 4%; and add one new block

transfer agreement each year through 2019.

7. The targets for student Retention from Fall 2018 to Fall 2019 are:

i. 66.7% for New Students; and

ii. 70% for Total Students.

Graduation targets for 2018/19 are:

i. 900 Bachelor’s degrees; and

ii. 5200 for number of graduates weighted by the length of their program.

8. By 2019, in order to ensure our graduates are work-place ready, there will be:

i. A 10% increase in co-operative education work placements;

ii. An additional 10 work-study positions for each of the next 5 years;

iii. At least one validated co-curricular learning activity on the record for 80% of the graduating

class; and

iv. A 20% increase in the number of academic programs that offer experiential learning

opportunities.

9. The program areas identified for growth are Health and Wellness; Agriculture and the Environmentally-

Responsible Development of the Fraser Valley; and Digital Media Technologies.

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APPENDIX B

SUMMARY OF POSITION CHANGES

Admin Faculty Staff Admin Faculty Staff

Provost & VP Academic - 2.00 2.75 - - 0.07 4.68

College of Arts - - 1.50 - 4.43 0.50 (3.43)

Faculty of Access & Continuing Education - - - - 0.92 - (0.92)

Faculty of Applied & Technical Studies - - - - - - -

Faculty of Health Sciences - - - - 0.70 - (0.70)

Faculty of Professional Studies - - 1.00 - - - 1.00

Faculty of Science - - 0.70 - - - 0.70

CFO & VP Adminstration - - 1.00 - - - 1.00

VP Students & Enrolment Management - 0.50 3.60 - - - 4.10

Total - 2.50 10.55 - 6.05 0.57 6.43

Position Additions Position Reductions NetPortfolio

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APPENDIX C

SUMMARY OF POSITION VACANCIES

Recruitment is in process for 24.22 of the current vacancies. Pending vacancies: employees who have indicated retirement during the 2015-16 Budget year. Recruitment has begun for two of the pending retirement positions.

Admin Faculty Staff Admin Faculty StaffExcluded Faculty Staff Excluded Faculty Staff

Provost & VP Academic 1.00 1.00 6.30 - - - 8.30

College of Arts - 5.00 1.30 - 2.00 - 8.30

Faculty of Access & Continuing Education - 0.66 - - 1.59 - 2.25

Faculty of Applied & Technical Studies - 1.00 1.00 - - - 2.00

Faculty of Health Sciences - 3.50 - - 1.50 1.50 6.50

Faculty of Professional Studies - 7.00 - - 1.00 - 8.00

Faculty of Science - 3.00 0.50 - 1.00 - 4.50

CFO & VP Adminstration - - 2.67 - - - 2.67

VP Students & Enrolment Management 1.00 - 3.80 - - - 4.80

University Relations - - 3.60 - - - 3.60

Ancillary - - 0.75 - - - 0.75

2.00 21.16 19.92 - 7.09 1.50 51.67

Recruitment In-Progress: 1.00 13.50 7.72 - 1.00 1.00 24.22

Division Vacancies as at February 19, 2016 Pending Vacancies Total

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College/Faculty Program Status

Arts Bachelor of Arts, Indigenous Studies (Major & Minor) Pending AVED approval

Arts Bachelor of Arts, Peace & Conflict Studies (Major & Minor) Pending AVED approval

Arts Bachelor of Arts, Theatre (Major) Pending AVED approval

Arts Bachelor of Media Arts Pending AVED approval

Arts Bachelor of Professional Communication Pending AVED approval

Arts Certificate in Animation Arts Discontinued

Arts Certificate in Extended Studies in Fashion Design: Marketing Option Discontinued

Arts Certificate in Extended Studies in Fashion Design: Textiles Option Discontinued

Arts Fashion Design Diploma Discontinued

Contining Education Public Relations Certificate (CE) Published in 2015

Professional Studies Bachelor of Education Pending AVED approval

Professional Studies CISC Networking and Network Security Certificate Discontinued

Professional Studies Graduate Certificate in Teacher Leadership and Mentorship Published in 2015

Professional Studies Master of Applied Management (Corporate Financial Management) In process

Professional Studies Professional Computer Proficiency Certificate Discontinued

Professional Studies Web Design and Animation Option, Computer Information Systems Certificate Discontinued

Science Bachelor of Agriculture Science, Horticulture (Major) Pending AVED approval

Science Bachelor of Science, Biochemistry (Major) In process

Science Bachelor of Science, Computing Science (Major) Pending AVED approval

Science Bachelor of Science, Mathematics (Honors) Published in 2015

Science Master of Science, Integrated Science & Technology In process

APPENDIX D

SUMMARY OF CHANGES TO PROGRAM OFFERINGS

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APPENDIX E

STUDENT TUITION FEES

Item Fee Unit 15-16 16-17 % Change

Regular Programs - Domestic $ $

Courses Level 100 - 400 Credit 136.68 139.41 2.0%

Graduate Courses (Level 700) Credit 548.58 559.55 2.0%

Adult Bas ic Education Courses (ABE)1 Credit 161.61 164.84 2.0%

Engl ish as a Second Language (ESL)2 Credit 80.80 82.42 2.0%

Vocational Courses Credit 136.68 139.41 2.0%

Trades & Technology Courses Weekly 113.17 115.43 2.0%

Regular Programs - International

Courses Level 100-400 Semester 7,800.00 8,050.00 3.2%

International Differential Fee Programs

Cooperative Education Work term - International 1 semester 1,200.00 1,200.00 0.0%

Data Analys is Certi ficate Program 15,860.00 16,368.33 3.2%

Diploma in Mechatronics Semester 7,930.00 8,184.17 3.2%

Hospita l i ty and Event Management Program 15,860.00 16,368.33 3.2%

International Bus iness and Global Management Program 15,860.00 16,368.33 3.2%

Teaching Engl ish as a Foreign Language Program 7,800.00 8,050.00 3.2%

Specific Programs3

Appl ied Bus iness Technology 1 semester 6,564.00 6,695.28 2.0%

Architectura l Drafting Technician 3 semesters 4,300.46 4,386.34 2.0%

Automation & Robotics Technician 2 semesters 4,870.08 4,967.46 2.0%

Bachelor in Media Arts - Capstone Courses 4 credit course 1,439.22 1,467.99 2.0%

Certi fied Denta l Ass is tant 3 semesters 5,467.20 5,576.40 2.0%

Cooperative Education Work Term - Domestic 1 semester 497.34 507.30 2.0%

Graphic and Digi ta l Des ign 4 semesters 11,916.00 12,154.05 2.0%

Health Care Ass is tant 1 semester 2,716.08 2,770.32 2.0%

Practica l Nurs ing4 4 semesters 12,734.29 12,378.85 -2.8%

Summer Insti tute Teacher Education 5 Credit - 180.00 n/a

Teacher Education Program 4 semesters 9,256.50 9,441.85 2.0%

Workplace TASK 2 semesters 1,985.00 2,024.80 2.0%

Notes :

3 Comparative program costs shown for 2015-16 have been restated to only include tui tion fees .4 For Practica l Nurs ing the number of program credits was reduced for 2016-17.5

Summer Insti tute Teacher Education is a new profess ional programming for teachers beginning in 2016-17.

Tuition Fees

1 For ABE, UFV wi l l continue to provide a $50/credit bursary for the 2016-17 academic year.

2 For ESL, UFV wi l l provide continue to provide a $25/credit bursary for the 2016-17 academic year.

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OTHER STUDENT FEES

Item Fee Unit 15-16 16-17 % Change

Ancillary Fees $ $

Domestic Students Tuition 10% 10% 0.0%

International Students 1 Semester 360.00 370.00 2.8%

International Administration Fee2 Semester - 700.00 n/a

Student Experiential Learning and Wellness Fee Tuition - 2% n/a

Application Fees

Developmental level applicant Application - - 0.0%

Graduate level applicant Application 75.00 76.50 2.0%

New applicant - Domestic Application 45.00 45.90 2.0%

New applicant - International Application 150.00 150.00 0.0%

New applicant - program change Application 20.00 20.40 2.0%

Study Abroad Application Fee Application - 100.00 n/a

Other Student Fees

Additional parchment requests 25.00 25.00 0.0%

Confirmation of enrolment requests 10.00 - -100.0%

External invigilation services 3 50.00 50.00 0.0%

Graduate Programming Continuance Fee Semester 411.44 419.66 2.0%

Graduation Fee 25.00 25.00 0.0%

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 10.00 15.00 50.0%

Sending a transcript by Canadian courier 4 25.00 25.00 0.0%

Sending a transcript by US courier4 30.00 30.00 0.0%

Sending a transcript by International courier 4 35.00 35.00 0.0%

Student Residence Fees

Application Fee 50.00 50.00 0.0%

Damage Deposit 300.00 300.00 0.0%

Holiday Break 200.00 200.00 0.0%

Residence Fee Month 630.87 643.48 2.0%

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 all student society fees.2 For the first 2 semesters (excluding summer) of study at UFV for incoming students.

3 For 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 2016-17

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Table of Student Society Fees 2015-161

Item Fee Unit 15-16

Student Union Society Fees $

Health and Dental - Domestic Annual 215.59

IT Support Service Semester 4.98

Student Union Building Semester 35.00

Student Union Society Membership Semester 30.00

Transportation (Campus Connector) Semester 27.23

Universal Bus Pass Semester 43.13

Other Student Society Fees

Cascade Student Newspaper Semester 6.12

CIVL Student Radio Station Semester 7.85

Note:

1 Notice of proposed fee changes by student societies for 2016-17 has not been received

at this time.

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APPENDIX F

2015 – 16 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 budge 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.

Rational for a cap on divisional carry forward accounts:

Gives administrator’s discretionary funds for projects and operational one-time expenditures

within their division

Encourages and provides funding for cross-disciplinary and cross-functional university projects and

priorities

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INNOVATION FUND APPENDIX G

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 www.ufv.ca/budgets/innovation-fund/

In 2014-15, $500K was allocated to launch of this fund, with an additional $300K allocated in 2015-16. The following

projects have received funding.

Approved Funding

Item Project Concept 2014-15 2015-161 Healthy You-FV - Faculty

of Health Sciences

Healthy 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

3 Conferencing Centre -

Ancillary 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

/Inculbation 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

Total Funds Allocated 338,500$ 325,500$

ABBOTSFORDABBOTSFORDABBOTSFORDABBOTSFORD

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Abbotsford, BC V2S 7M8

604-855-7614

CHILLIWACKCHILLIWACKCHILLIWACKCHILLIWACK

45190 Caen Avenue

Chilliwack, BC V2R 0N3

604-792-0025

ABBOTSFORD CHILLIWACK MISSION HOPE CHANDIGARH

MISSIONMISSIONMISSIONMISSION

33700 Prentis Avenue

Abbotsford, BC V2V 7B1

604-557-7603

Toll-free (in Canada): 1-888-504-7441 ufv.ca /budgetsufv.ca /budgetsufv.ca /budgetsufv.ca /budgets

Changing Lives, Building Community