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 [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
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
Op
era
tin
g
Co
nti
nu
ing
Edu
cati
on
&
Co
ntr
acts
Inte
rnat
ion
al
Tota
l Op
era
tin
g
Bu
dge
t
An
cilla
ry
Serv
ice
s
Re
sear
ch &
Spe
cial
Pu
rpo
seC
apit
al1
Co
nso
lidat
ed
Bu
dge
t
Re
ven
ue
s:
Go
vern
men
t O
per
ati
ng
Gra
nts
53
,00
1$
-
$
-$
5
3,0
01
$
-
$
1,0
00
$
5
92
$
54
,59
3$
Stu
den
t Tu
itio
n &
Fee
s3
0,8
54
2,4
36
1
5,0
10
4
8,3
01
1
3
-
-
48
,31
3
Co
ntr
act
s/R
esea
rch
Rev
enu
e1
23
-
-
1
23
-
70
0
-
82
3
Oth
er R
even
ue
1,0
17
1
25
82
1,2
24
35
4
1
,56
7
-
3
,14
5
Sale
s o
f G
oo
ds
& S
ervi
ces
-
-
-
-
6,4
95
-
-
6
,49
5
Ren
tal
& L
ease
Rev
enu
e-
-
-
-
3
21
-
-
32
1
Inve
stm
ent
Inco
me
55
0
-
-
55
0
-
2
20
-
7
70
Am
ort
iza
tio
n o
f D
efer
red
Co
ntr
ibu
tio
n-
-
-
-
-
-
6
,58
6
6,5
86
85
,54
5
2
,56
1
15
,09
2
10
3,1
98
7,1
82
3
,48
7
7,1
78
1
21
,04
5
Exp
en
dit
ure
s:
Sala
ries
& B
enef
its
80
,02
8
1
,38
5
1,7
60
83
,17
3
1,2
18
1
,08
3
-
8
5,4
74
Co
st o
f G
oo
ds
Sold
20
1
-
-
20
1
3,1
14
-
-
3
,31
5
Oth
er O
per
ati
ng
Co
sts
14
,55
3
6
10
2,1
86
17
,34
8
56
2
1
,65
4
1,3
63
2
0,9
27
Sch
ola
rsh
ips
& B
urs
ari
es6
24
-
1
80
8
04
5
7
50
-
1
,55
9
Deb
t Se
rvic
e C
ost
s-
-
-
-
5
70
-
-
57
0
Am
ort
iza
tio
n E
xpen
se-
-
-
-
-
-
9
,20
0
9,2
00
95
,40
5
1
,99
5
4,1
26
10
1,5
26
5,4
70
3
,48
7
10
,56
3
1
21
,04
5
Inte
rfu
nd
Tra
nsf
ers
:
Ca
pit
al
All
oca
tio
ns
1,2
89
2
0
1,3
14
2,6
23
76
2
-
(3,3
85
)
-
An
cill
ary
Co
ntr
ibu
tio
n(9
51
)
-
-
(9
51
)
9
51
-
-
-
Fun
d B
alan
ce(1
0,1
98
)$
5
46
$
9,6
52
$
-$
-$
-
$
-$
-
$
Not
es:
1 C
apit
al B
udge
t do
es n
ot in
clud
e M
MR
pro
ject
fun
ding
, as
prov
inci
al a
lloca
tion
s ar
e un
know
n at
tim
e of
pub
licat
ion
2016
-17
UFV
Co
nso
lid
ate
d B
ud
get
($ T
hous
ands
)
40 | P a g e
SCHEDULE 2
2016-17 OPERATING EXPENSE BUDGETS BY PORTFOLIO
Sal
ary
&
Be
ne
fits
Co
ntr
acts
,
Lice
nse
s &
Uti
liti
es
Sal
ary
&
Be
ne
fits
No
n-
Sala
ry
Acc
ou
nts
Pre
sid
ent'
s O
ffic
e19
27
$
(2
11
)$
71
6$
3$
83
$
-$
(7
)$
7
94
$
1
0.9
%
Un
iver
sity
Sec
reta
ria
t23
,28
6
(2
,55
9)
72
7
14
-
-
10
75
2
3.4
%
Pro
vost
& V
ice
Pre
sid
ent
Aca
dem
ic-
-
-
-
-
-
-
-
Pro
vost
& V
P A
cad
emic
7,5
24
-
7
,52
4
1
41
6
7
4
81
(1
9)
8
,19
5
8
.9%
AV
P H
um
an
Res
ou
rces
32
,09
0
(2
92
)
1,7
98
21
-
-
(7)
1,8
13
0.8
%
AV
P R
esea
rch
, En
gage
men
t &
Gra
du
ate
Stu
die
s3
1,0
05
29
2
1
,29
7
1
7
-
(2
)
1
2
1
,32
4
2
.1%
Co
lleg
e o
f A
rts
17
,39
8
-
1
7,3
98
9
5
-
(3
19
)
51
17
,22
5
-1.0
%
Facu
lty
of
Acc
ess
& C
on
tin
uin
g Ed
uca
tio
n3
,96
7
-
3,9
67
49
-
(25
)
9
4,0
00
0.8
%
Facu
lty
of
Ap
pli
ed &
Tec
hn
ica
l St
ud
ies
4,8
90
-
4
,89
0
1
7
-
(8
)
(3
1)
4
,86
9
-0
.4%
Facu
lty
of
Hea
lth
Sci
ence
s7
,37
8
-
7,3
78
84
-
(39
)
-
7,4
23
0.6
%
Facu
lty
of
Pro
fess
ion
al
Stu
die
s9
,82
9
-
9,8
29
61
-
19
2
12
8
10
,20
9
3.9
%
Facu
lty
of
Scie
nce
6,5
70
-
6
,57
0
7
1
-
(6
1)
(9
)
6
,57
0
0
.0%
CFO
13
,99
3
-
1
3,9
93
8
4
1
84
4
0
(5
)
1
4,2
97
2
.2%
VP
Stu
den
ts2
5,4
80
2,5
59
8
,03
8
7
9
-
2
60
7
4
8
,45
1
5
.1%
Exec
uti
ve D
irec
tor,
Ca
mp
us
Pla
nn
ing
& R
eso
urc
e D
ev4
25
6
(25
6)
-
-
-
-
-
-
Exec
uti
ve D
irec
tor,
Un
iver
sity
Rel
ati
on
s2
,36
8
-
2,3
68
31
-
(4)
(10
)
2,3
84
0.7
%
Cen
tra
l Un
iver
sity
Co
sts
18
,14
8
2
11
8,3
59
53
(27
)
36
(34
)
8,3
87
0.3
%-
To
tal B
ase
Op
erat
ing
Exp
ense
Bu
dge
t
95,1
09
(2
56)
94
,852
820
30
7
551
16
2
96,6
93
1.9%
Co
nti
nu
ing
Edu
cati
on
1,9
60
-
1
,96
0
1
3
-
6
1
(1
9)
2
,01
5
2
.8%
UFV
In
tern
ati
on
al
4,8
81
-
4
,88
1
3
5
-
2
4
5
00
5
,44
0
1
1.5
%
To
tal O
per
atin
g Ex
pen
se B
ud
get
101,
950
(2
56)
101,
693
86
8
307
63
6
643
104,
148
2.4%
An
cill
ary
Ser
vice
s45
,46
0
2
56
5,7
16
22
3
-
49
0
6,2
32
9.0
%
To
tal O
per
atin
g &
An
cilla
ry E
xpen
se B
ud
get
$
107,
411
$
-
$
107,
411
$
890
$
3
11
$
636
$
1,1
33
$
110,
381
2.8%
No
tes:
1 C
on
tra
ctu
al
cost
s ce
ntr
ali
zed
un
der
Cen
tra
l U
niv
ersi
ty C
ost
s2 O
ffic
e o
f th
e R
egis
tra
r m
ove
d u
nd
er V
P S
tud
ents
fro
m U
niv
ersi
ty S
ecre
tari
at
3 R
esea
rch
an
d S
cho
larl
y a
ctiv
ity
fun
din
g ce
ntr
ali
zed
un
der
4 E
xecu
tive
Dir
ecto
r, C
am
pu
s P
lan
nin
g &
Res
ou
rce
Dev
elo
pm
ent
am
alg
am
ate
d i
nto
An
cill
ary
Ser
vice
s fu
nd
2016
-17
UFV
Op
era
tin
g Ex
pe
nse
Bu
dge
ts b
y P
ort
foli
o ($
Tho
usan
ds)
Po
rtfo
lio
201
5-16
Exp
en
se
Bu
dge
t
Ad
just
me
nt
for
Re
-Org
Re
-Sta
ted
2015
-16
Bu
dge
t
Co
ntr
actu
al
Oth
er
Incr
em
en
tal
Pro
ject
ed
2016
-17
Exp
en
se
Bu
dge
t
%
Ch
ange
(po
st
Re
-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$
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Toll-free (in Canada): 1-888-504-7441 ufv.ca /budgetsufv.ca /budgetsufv.ca /budgetsufv.ca /budgets
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